Training and Development Managing Human Resources Belcourt * Bohlander * Snell 5th Canadian edition PowerPoint Presentation by Copyright © 2008 by Nelson, a division of Thomson Canada Limited All rights reserved Monica Belcourt, York University and Charlie Cook, The University of West Alabama Objectives After studying this chapter, you should be able to: Discuss the systems approach to training and development Describe the components of training-needs assessment Identify the principles of learning and describe how they facilitate training Identify the types of training methods used for managers and non-managers Discuss the advantages and disadvantages of various evaluation criteria Copyright © 2008 byspecial Nelson,training a Describe the programs that are division of Thomson Canada currently popular Ltd 7–2 Training and Development and Other HRM Functions Availability Availabilityof oftraining trainingcan canaid aid in recruitment in recruitment Recruitment Recruitment Provide Providean anadditional additional source of trainees source of trainees Training Trainingmay maypermit permithiring hiring less-qualified applicants less-qualified applicants Selection Selection Effective Effectiveselection selectionmay may reduce training needs reduce training needs Training Trainingaids aidsin inthe the achievement of performance achievement of performance Performance Performance Appraisal Appraisal AAbasis basisfor forassessing assessing training needs training needsand andresults results Training Compensation Trainingand anddevelopment developmentmay may Compensation lead Management leadto tohigher higherpay pay Management AAbasis basisfor fordetermining determining employee’s employee’srate rateof ofpay pay Training Trainingmay mayinclude includeaarole rolefor for Labor Relations Labor Relations the union the union Union Unioncooperation cooperationcan can facilitate training efforts facilitate training efforts Management Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7–3 The Scope of Training • Training  Effort initiated by an organization to foster learning among its members  Tends to be narrowly focused and oriented toward short-term performance concerns • Development  Effort that is oriented more toward broadening an individual’s skills for the future responsibilities Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7–4 The Systems Approach to Training and Development • Four Phases  Needs assessment  Program design  Implementation  Evaluation Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7–5 Systems Model of Training Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Figure 7.2 7–6 Phase 1: Conducting the Needs Assessment • Organization Analysis  An examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed • Task Analysis  The process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job • Person Analysis  A determination of the specific individuals who need training Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7–7 Needs Assessment for Training • Competency assessment  Analysis of the sets of skills and knowledge needed for decisionoriented and knowledge-intensive jobs • •ORGANIZATIONAL ORGANIZATIONAL ANALYSIS ANALYSIS … …of ofenvironment, environment,strategies, strategies,and andresources resources to todetermine determinewhere whereto toemphasize emphasizetraining training TASK TASKANALYSIS ANALYSIS … …of ofthe theactivities activitiesto tobe beperformed performedin inorder orderto to determine the KSAs needed determine the KSAs needed • •PERSON PERSONANALYSIS ANALYSIS … …of ofperformance, performance,knowledge, knowledge,and andskills skillsin in order orderto todetermine determinewho whoneeds needstraining training Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Figure 7.3 7–8 Highlights in HRM Notes on Rapid Needs Assessment NOTE 1: Look at the problem scope NOTE 2: Do organizational scanning NOTE 3: Play “give and take.” NOTE 4: Check “lost and found.” NOTE 5: Use plain talk NOTE 6: Use the Web NOTE 7: Use rapid prototyping NOTE 8: Seek out exemplars Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Source: Condensed from Ron Zemke, “How to Do a Needs Assessment When You Think You Don’t Have Time,” Training 35, no (March 1998): 38–44 Reprinted with permission from the March 1998 issue of Training Magazine Copyright 1998 Bill Communications, Inc., Minneapolis, MN All rights reserved Not for resale 7–9 Highlights 7.1 Phase 2: Designing the Training Program Issues Issues in in training training design design Instructional Instructionalobjectives objectives Trainee Traineereadiness readinessand and motivation motivation Principles Principlesof oflearning learning Characteristics Characteristicsof ofsuccessful successful trainers trainers Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7–10 Criterion 4: Results or Return on Investment (ROI) • Return on Investment  Viewing training in terms of the extent to which it provides knowledge and skills that create a competitive advantage and a culture that is ready for continuous change  ROI = Results/Training Costs If the ROI ratio is >1, the benefits of the training exceed the cost of the program  If the ROI ratio is [...]... Reprinted by permission of Nonprofit World, http://www.snpo.org, telephone: 73 4-451-3582 7 26 Highlights 7. 5 Delivery Method of Training Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Source: Holly Dolezalek, “2004 Industry Report,” Training (October 2004): 32 Figure 7. 6 7 27 Training Methods for Non-managerial Employees (cont’d) • Programmed Instruction  Referred to as self-directed... cost-effective if used for both large and small numbers of employees Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 31 Highlights in HRM Copyright © 2008 by Nelson, a division of Thomson Canada Source: Holly Dolezalek, “2004 Industry Report,” Training (October 2004): 34 Ltd Highlights 7. 6 7 32 Training Methods for Non-managerial Employees (cont’d) • Simulation  The simulation method emphasizes... completed, to prevent regression Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 22 Highlights in HRM The PROPER Way to Do On-the-Job Training Copyright © 2008 by Nelson, a division of Thomson Canada Ltd Source: Scott Snell, Cornell University Highlights 7. 3 7 23 Training Methods for Non-managerial Employees (cont’d) • Apprenticeship training  A system of training in which a worker entering... or interpersonal relations Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 28 Training Methods for Non-managerial Employees (cont’d) • E-Learning  Learning that takes place via electronic media such web and computer-based training (CBT)  Allows the firm to bring the training to employees  Allows employees to customize their own learning in their own time and space  Provides continuously... Canada Ltd 7 29 E-Learning Advantages • • • • Learning is self-paced The training comes to the employee The training is interactive Employees do not have to wait for a scheduled training session • The training can focus on specific needs as revealed by built-in tests • Trainees can be referred to online help or written material Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 30 E-Learning... division of Thomson Canada Ltd Figure 7. 5 7 16 Feedback and Reinforcement • Behaviour Modification  The technique that operates on the principle that behaviour that is rewarded, or positively reinforced, is repeated more frequently, whereas behaviour that is penalized or unrewarded will decrease in frequency Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 17 Characteristics of Successful... Methods for Non-managerial Employees • On-the-Job Training (OJT) • Apprenticeship Training • Cooperative Training, Internships, and Governmental Training • Classroom Instruction • Programmed Instruction • Audiovisual Methods • Computer-based Training and E-Learning Copyright © 2008 by Nelson, a • Simulation Method division of Thomson Canada Ltd 7 20 Training Methods for Nonmanagerial Employees (cont’d) •... impractical or unwise to train employees on the actual equipment used on the job Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 33 Training Methods for Management Development • On-the-Job Experiences • Seminars and Conferences • Case Studies • Management Games • Role Playing • Behaviour Modeling Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 34 On-the-Job Experiences •... Cooperative Training  A training program that combines practical on-the-job experience with formal educational classes Copyright © 2008 by Nelson, a division of Thomson Canada Ltd 7 24 Training Methods for Non-managerial Employees (cont’d) • Internship Programs  Are jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience... instructors  “Blended” learning—lectures and demonstrations are combined films, DVDs, and videotapes or Copyright © 2008with by Nelson, a computer instruction division of Thomson Canada Ltd 7 25 Highlights in HRM Making the Most of Internships How to Increase the Value of Interns To increase the internal value of your internship programs, take the following steps: 1 Assign the intern to projects that