Training and Development Chapter 2
Employees are responsible for using what they learn in training on the job
No information about how training connects to job performance, development objectives or business goals
A company can control and anticipate the knowledge and skills that employees need in the future
Learning processes and practices – Knowledge is created and shared. Systems are developed to help enable this sharing, including communication channels and collaboration tools.
Managers reinforce learning – Managers must actively question and listen to employees while encouraging dialogue and debate. Managers hear alternative points of view. Time is devoted to learning processes and practices and giving feedback. Learning is rewarded, promoted and supported.
Second, unpredictability in business environments will continue to be the norm. Problems cannot be predicted in advance, so learning will need to occur in an as-needed basis.
Third, Tactic knowledge is difficult to achieve (if you needed a review: personal knowledge based on individual experience) so employers need to foster learning that occurs through mentoring, social networks and job experiences.
And finally, learning needs to be supported psychologically. The culture needs to support learning. Managers and peers need to encourage it.
2. Strategic Training and Development Initiatives
3. Training and Development Activities
4. Metrics That Show Value of Training
In order to start a business strategy, first the mission, vision, values, and goals of the company need to be identified.
A SWOT analysis focuses on questions including where to compete, how to compete, and with what to compete
Diversify the Learning Portfolio
Expand Who is Trained
Accelerate the Pace of Employee Learning
Improve Customer Service
Provide Development Opportunities and Communicate with Employees
Capture and Share Knowledge
Align Training and Development with the Company’s Direction
Ensure that the Work Environment Supports Learning and Transfer of Training
Use Web-Based Training
Making Development Planning Mandatory
Develop Websites for Knowledge Sharing
Increase Amount of Customer Service Training
Facilitate informal learning
Provide more personalized learning opportunities
Offer more learning opportunities to non-managerial employees
Reduce the time to develop training programs
Facilitate access to learning resources on an as-needed basis
Ensure that employees have skills needed to interact with customers
Ensure that employees understand their roles and decision-making authority
Ensure that employees understand career opportunities and personal growth opportunities
Ensure that training and development addresses employees’ needs in their current job as well as growth opportunities
Organize and store information logically
Provide methods to make information available
Ensure that current training and development programs support the company’s strategic needs
Dedicate physical space to encourage teamwork, collaboration, creativity, and knowledge sharing
Ensure that employees understand the importance of learning
Ensure that managers and peers are supportive or training, development, and learning
innovation and learning
The customer perspective includes customer reactions and satisfaction. Internal refers to internal business processes and allows managers to know how the business in running. Innovation and learning refers to employee training and cultural attitudes toward self-improvement. Financial refers to the typical need to assess financial data.
Top Management Support for Training – CEO determines the importance of training and management acts a role models
The Company’s Degree of Integration of Business Units – If units are highly integrated, employees may need to learn about other units
Global Presence – Will training prepare employees for overseas assignments?
Business Conditions – Organizations may need to attract and retain talent through the training they offer
HRM Practices (Staffing Strategies and Human Resource Planning) – Filling roles internally or externally changes training
Extent of Unionization – Unions should be involved in training design to see the value of the training
Extent of Involvement in Training and Development by Managers, Employees, and HR Staff – Managers need to be committed to being involved in training design to ensure that it meets business needs, and be rewarded for doing so.
Internal Growth Strategy
External Growth Strategy
Training focuses on team building, cross training, specialized programs, interpersonal skills, and on-the-job training
Training focuses on high quality communication for product value, cultural training, development of an organizational culture that values creative thinking and analysis, and manager training.
Training focuses on determining the capabilities of acquired employees, integrating training systems, team building, and development of shared methods, procedures, and cultures,
Training focuses on outplacement assistance, job-search skills training, and stress management.
Corporate University Model
Change Model Perspective
Allows for stronger alignment with company goals
Success can depend on top management feelings of control
accountability for results.
The strategic direction includes a clearly described goal and direction to the department, as well as a customer focus that includes customizing training to meet customer needs and continuously improving programs. Customer-focused.
A BE training function not only views the trainees as customers, but also views managers as customers who make decisions to send employees to training and senior-level managers as customers who allocate money for training.
Most notable feature: In business-embedded model, all persons who are involved in the training process communicate and share resources.
1. Employees must understand the reasons for change and agree with those reasons
2. Employee must have the skills needed to implement the change
3. Employees must see that managers and other employees in powerful positions support the change
4. Organizational structures, such as compensation and performance management systems, must support the change.
Some successful internal marketing tactics include involving the target audience in the development of the training initiative, showcase examples of how the training has been used to solve business needs, identify a “champion” and have them actively support the training, advertise via email, on the intranet, or in break areas, and determine what financial numbers executives are concerned with and connect the training to those numbers
time savings to allow focus on business strategy
improvements in compliance and accuracy in
training mandated to comply with federal, state or local rules (safety training)
lack of capability within the company to meet learning demands
and desire to access best training practices.