1. through Training and Development, 5e
Managing Performance
through Training and Development, 5e
PowerPoint Presentation prepared by
Tracey Starrett, M. Ed, CHRP
School of Human Resources Management
York University
© 2010 by Nelson Education Ltd.

2. The Training and Development Process
Chapter One
The Training and Development Process
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Learning Outcomes
Understand the meaning of performance management, training, development, and human resources development
Describe the organization, employee, and societal benefits of T&D
Discuss the current state of T&D in Canada
Understand the environmental and organizational context of T&D
Understand the meaning of strategic human resources management and strategic T&D, and high performance work systems
Discuss the instructional systems design model of T&D
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4. Training and Development
Situations on a daily basis require us or someone else to demonstrate effective performance
Significance of these situations varies from minor to extremely critical
Effective performance often comes from some form of education, learning, training, or development
Look at the link between effective performance and individual and organizational effectiveness
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The Terms
Performance management is:
The process of establishing performance expectations with employees
Designing interventions and programs to improve performance
Monitoring success of interventions and programs
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6. Performance Management
The Terms
Performance Management
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The Terms
One set of interventions includes:
Training: acquisition of KSAs to improve performance in one’s current job
Development: acquisition of KSAs required to perform future job responsibilities and in the long-term achievement of individual career goals and organizational objectives
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The Terms
Human Resources Development: Systematic and planned activities that are designed by an organization to provide employees with an opportunity to learn necessary skills to meet current and future job demands
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The Benefits of T&D
Organizational benefits:
Organizational strategy
Increase organizational effectiveness
Employee recruitment and retention
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The Benefits of T&D
B. Employee Benefits
Intrinsic
Greater knowledge & skills, higher self-efficacy, feel more useful, have more positive attitudes towards their job and organization
Extrinsic
Higher earnings, more marketable, greater job security, and enhanced promotion prospects
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The Benefits of T&D
C. Societal Benefits
Educated population: helps to create educated and skilled workforce
Standard of living: dependant on productivity and productivity growth
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The Benefits of T&D
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Training in Canada
Average hours of training: 25/year (2006)
Average expenditure $852/employee (2006) down slightly from $914 in 2004
Average annual training expenditure: $4.9 million across all industries (2004)
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Investment or Expense?
Canada ranks 20th out of 60 countries in ranking of employee training as a priority
Viewed as cost or expense results in limited/required training
Viewed as investment is part of organization’s strategy
One in five companies invests more than 3% of payroll in training
Scotiabank = $47m, BMO = $1800/employee
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Quebec Training Law
Passed in “1% or training law”
Only payroll training tax in North America
<$1m invest minimum 1% or pay equivalent to gov’t
2008 report on impact of law:
Significant effect on way training is structured, organized and delivered
Participation rates increased
More collaboration in promoting learning and training
Most effect on medium sized companies
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16. Context of Training & Development
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17. Context of Training & Development
Environmental context
Laws
Global competition
Technology
Demographics
Labour market
Economy
Change
Social climate
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18. Context of Training & Development
B. Organizational context
Goals
Values
Strategy
Structure
Culture
Leadership
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19. Context of Training & Development
C. Human Resources Management System
All functional areas of HR work together to create an HR system
Driven by organizational strategy and SHRM
Is what constitutes a High Performance Work System (HPWS)
Lead to a Strategic Model of Training and Development
© 2010 by Nelson Education Ltd.

20. Strategic Model of Training & Development
Business strategy will influence the HRM strategy
Thus in turn, the HRM strategy will influence the strategy for learning and training
This leads to the decisions on the type of training and development activities and programs that will be necessary
This is depicted in Fig. 1.2
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21. Strategic Model of Training & Development
Business Strategy
HRM Strategy
Learning and Training Strategy
Training and Development Programs
See Figure 1.2 in text
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22. Instructional Systems Design Model
Figure 1.3 in text
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23. Instructional Systems Design Model
Rational and scientific model of T&D process consisting of 3 major steps:
Training needs analysis
Training design and delivery
Training evaluation
Starts with performance gap or itch (problem)
The ISD model is the basis for rest of the course
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Summary
Introduction to the training and development processes
T &D plays important role in effectiveness and competitiveness of organizations
Is an investment in human capital, with dividends for the individual, the organization, and society at large
The state of training in Canada is discussed with added emphasis on the Quebec Training Law and its effectiveness since its inception
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Summary
The value of training and development is increased when linked to SHRM; aligned with other HR practices (and a HPWS); and tied to an organization’s business strategy
Introduces instructional systems design (ISD) model
Key concepts to be addressed in subsequent chapters, such as needs analysis, training design and delivery, and the evaluation of training programs
© 2010 by Nelson Education Ltd.