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Employee Training and Development,4th Edition

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1 Employee Training and Development,4th Edition
Effective Training: Strategies, Systems and Practices, 3rd Edition P. Nick Blanchard and James W. Thacker Chapter- 4(Four) Determining Training Strategy Employee Training and Development,4th Edition Raymond A Noe

2 After reading this chapter, you should be able to:
Discuss how business strategy influences the type and amount of training in a company. Explain how the role of training has changed. Describe how changes in work roles influence training. Discuss how a company’s staffing and human resource planning strategies influence training.

3 After reading this chapter, you should be able to:
Explain the training needs created by concentration, internal growth, external growth, and disinvestment business strategies. Discuss the advantages and disadvantages of organizing the training function according to the faculty, customer, matrix, and corporate university models. Discuss the characteristics of the virtual training organization and how it can contribute to the company’s business strategy.

4 What is a Business Strategy?
A plan that integrates the company’s goals, policies, and actions. The strategy influences how the company uses: physical capital (plants, technology, and equipment) financial capital (assets and cash reserves) human capital (employees) The business strategy helps direct the company’s activities to reach specific goals.

5 What is a Business Strategy?
The goals are what the company hopes to achieve in the medium and long-term future. Most companies goals include financial goals, such as to maximize shareholder wealth. But companies have other goals related to employee satisfaction, industry position, and community service. There is both a direct and indirect link between training and business strategy and goals. Training can help employees develop skills needed to perform their jobs, which directly affects the business. Giving employee opportunities to learn and develop creates a positive work environment, which supports the business strategy by attracting talented employee as well as motivating and retaining current employees.

6 Strategy impacts training with a strong influence on determining:
The amount of training devoted to current or future job skills. The extent to which training is customized for the particular needs of an employee or developed based on the needs of a team, unit, or division. Whether training is restricted to specific groups of employees or open to all employees.

7 Strategy impact on training (continued)
Whether training is: planned and systematically administered, or provided only when problems occur, or spontaneously as a reaction to what competitors are doing The importance placed on training compared to other human resource management practices such as selection and compensation.

8 Encouraging Continuous Learning
The Roles and Duties of Managers in Companies That Use High-Performance Work Practices Managing Alignment Clarify team goals and company goals. Help employees manage their objectives. Scan organization environment for useful information for the team. Encouraging Continuous Learning Help team identify training needs. Help team become effective at on-the-job training. Create environment that encourages learning.

9 Coordinating Activities
The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (con’td) Coordinating Activities Ensure that team is meeting internal and external customer needs. Ensure that team meets its quantity and quality objectives. Help team resolve problems with other teams. Ensure uniformity in interpretation of policies and procedures. Facilitating Decision-Making Process Facilitate team decision making. Help team use effective decision-making processes.

10 Creating and Maintaining Trust
The Roles and Duties of Managers in Companies That Use High-Performance Work Practices (con’td) Creating and Maintaining Trust Ensure that each team member is responsible for his or her work load and customers. Treat all team members with respect. Listen and respond honestly to team ideas

11 Organizational Characteristics That Influence Training
Integration of Business Units Global Presence Business Conditions

12 Organizational Characteristics That Influence Training
Integration of Business Units The degree to which a company’s units or businesses are integrated affects the kind of training that takes place. In a highly integrated business, employees need to understand other units, services and products in the company. Training likely includes rotating employees between jobs in different businesses so they can gain an understanding of the whole business. Global Presence The development of global product and service markets is an important challenge for companies. For companies with global operations, training is used to prepare employees for temporary or long-term overseas assignments. Also, because employees are geographically dispersed outside the country, companies need to determine.

13 Organizational Characteristics That Influence Training
whether training will be conducted and coordinated from a central U. S facility or will be the responsibility of satellite installations located near overseas facilities. Business Conditions When unemployment is low and businesses are growing at a high rate and need more employees, companies often find it difficult to attract new employees, find employees with necessary skill, and retain current employees. Training activities under these conditions focus on ensuring that employees are available to fill the positions vacated by retirement or turnover. Training also involves helping employees avoid skill obsolescence.

14 Models of Organizing the Training Department
Centralized training - training and development programs, resources, and professionals are primarily housed in one location and decisions about training investment, programs, and delivery methods are made from that department. It helps companies better integrate programs for developing leaders and managing talent with training and learning during times of change.

15 Models of Organizing the Training Department
Faculty Model Customer Model Matrix Model Corporate University Model Virtual Model

16 Training Specialty Areas
The Faculty Model Training Specialty Areas

17 Faculty model Look a lot like the structure of a college.
Training staff are experts in the areas in which they train. The training department's plans are easily determined by staff expertise. The training function may not meet the needs of the organization. Trainers may be unaware of business problems or unwilling to adapt materials to fit a business need.

18 The Customer Model Business Functions

19 Customer model Responsible for the training needs of one division or function of the company. Training programs are developed more in line with the particular needs of a business group. Trainers are expected to be aware of business needs and to update courses and content to reflect them. Involves considerable time, programs may vary greatly in effectiveness, and design may be poor.

20 Matrix model The trainer has the responsibility of being both a training expert and a functional expert. It helps ensure that training is linked to the needs of the business. Trainer gains expertise in understanding a specific business function. Trainers will have more time demands and conflicts because they report to two managers.

21 The Corporate University Model
Historical Training Problems Excess Costs Poor Delivery and Focus Inconsistent Use of Common Training Practices Best Training Practices Not Shared Training Not Integrated or Coordinated Leadership Development Programs Training Advantages Dissemination of Best Practices Align Training with Business Needs Integrate Training Initiatives Effectively Utilize New Training Methods and Technology Product Development Sales and Marketing Human Resources Operations New Employee Programs

22 The Corporate University Model
The corporate university model differs from the other models in that the client group includes not only employee and manager but also stakeholders outside the company including community colleges, universities, high schools, and grade schools. Training functions organized by the university model tend to offer a wider range of programs and courses than functions organized by the other model.

23 Virtual model Virtual training organizations operate according to three principles: Employees (not the company) have primary responsibility for learning The most effective learning takes place on the job, not in the classroom For training to translate into improved job performance, the manager-employee relationship (not employee-trainer relationship) is critical.

24 Virtual model(continued)
A virtual training organization is customer focused Takes more responsibility for learning and evaluating training effectiveness Provides customized training solutions based on customer needs Determines when and how to deliver training based on customer needs Leverages resources from many areas Involves line managers in direction and content

25 Attending This Session
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