Chapter 1 Introduction To Employee Training And Development PDF

Chapter One Introduction to Training & Development  Objectives O Discuss the forces influencing the workplace and learning and explain how training can help companies deal with these forces O Draw a figure or diagram and explain...

Chapter One Introduction to Training & Development  Objectives O Discuss the forces influencing the workplace and learning and explain how training can help companies deal with these forces O Draw a figure or diagram and explain how training, development, informal learning, and knowledge management contribute to business success O Discuss various aspects of the training design process Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Objectives O Describe the amount and types of training occurring in U.S. companies O Discuss the key roles for training professionals O Identify appropriate resources for learning about training research and practice Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Importance of Training O There are many challenges and opportunities in the workplace today O Training equips individuals with necessary knowledge, skills, and abilities O Training serves to attract employees to companies, engages, them, and promotes retention O Training helps to create a competitive advantage Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Key Components of Learning Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Key Components of O Learning Learning o Acquiring knowledge, skills, competencies, attitudes, or behaviors O Human Capital o Knowledge o Advanced skills o System understanding and creativity o Motivation to deliver high-quality products and services Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Key Components of Learning O Training o Facilitates learning job-related competencies, knowledge, skills or behavior O Development o Future focused—includes formal education, job experiences, relationships, and assessments O Formal Training and Development o Developed and organized by the Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- company Hill Education.  Key Components of Learning O Informal learning o Learner initiated o Occurs without a trainer or instructor o Motivated by an intent to develop o Does not occur in a formal learning setting o Breadth, depth, and timing is controlled by the employee Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Key Components of Learning O Explicit Knowledge o Well documented, easily articulated, and easily transferred from person-to- person o Primary focus of formal training O Tacit Knowledge o Personal knowledge based on individual experiences that is difficult to codify o Facilitated by informal learning Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Key Components of Learning O Knowledge Management o Tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Systematic Training Design Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Analysis Evaluation Design ADDIE Implementat Developmen ion t Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Questions O What are the limitations of the ISD model? O What should you do in practice? Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Forces Impacting Learning O Economic cycles O Generational O Globalization differences O Value of intangible O Talent management assets and human O Customer service capital and quality O Focus on links to emphasis business strategy O New technology O Changing O High-performance demographics and models of work diversity systems Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.  Economic Cycles O In difficult times, companies may be tempted to reduce training expenditures O However, doing so may be detrimental O For example, companies that used more selective staffing and training before the recession of 2009 performed better and recovered more quickly Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Globalization O Global companies must find talented employees O Expatriates require training for success O Individuals from different countries come to the U.S. for low-skill work and highly technical positions O There are pros and cons of outsourcing Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Intangible Assets Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Implications O Knowledge workers are becoming more important O A greater focus on employee engagement is needed O There is an increasing need for companies to become “learning organizations” Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Links to Business Strategy O Given the importance of intangible assets and human capital, training has greater strategic importance O Training is no longer an isolated function, but rather an integral part of business success O Different companies have different strategic training needs—one size does not fit all Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  The Aging Workforce O Baby Boomers Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Five Generations at Work in 2022 O Traditionalist O Baby Boomers O Generation X O Generation Y—Millennials O Generation Z—Digital Natives Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Managing Diversity O Communicating effectively O Coaching, training, and developing O Providing performance feedback that is free of stereotypes O Recognizing and responding to generational differences O Allowing employees of all backgrounds to be creative and innovative Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Talent Management O Systematic, planned, and strategic effort by a company to attract, retain, develop, and motivate highly skilled talent O Key components o acquiring and assessing employees o learning and development o performance management and compensation Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Talent Management O It’s important for a number of reasons: o Changes in demand for certain occupations and jobs o Cognitive and interpersonal skill requirements o Anticipated retirement of baby boomers o Developing managerial talent Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  New Technology O Technology has changed how we train O Training can occur at any time, anywhere O Training is more consistent and more realistic O More individuals can now be trained O Knowledge can be shared by readily O Trainers roles have evolved O Many organizations used blended training methods Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Challenges with New Technology O Not all trainees may be comfortable with technology O It may be difficult to engage trainees and ensure compliance with training O Some trainees may desire greater “live” interaction with trainers Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  High Performance Systems O Work teams o Employees interact to assemble a product or provide a service O Cross training o Training employees in a range of skills to fill roles needed to be performed O Virtual teams o Teams separated by time, geographic, and organizational boundaries Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Snapshot of Training Practices O Direct expenditures have remained stable O Increased demand for specialized learning that includes professional or industry-specific content O Use of technology-based learning has increased O Self-paced online learning is the most common technology-based learning Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Snapshot of Training Practices O Technology-based learning has helped improve learning efficiency O Technology-based learning has resulted in a larger employee– learning staff member ratio O The percentage of services distributed by external providers has remained the same since 2010 Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Training Roles O Learning Strategist o Determines how learning can be used to align with business strategy O Business Partner o Uses business knowledge and industry expertise to create training that improves performance Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.  Training Roles O Project Manager o Plans and monitors delivery of learning and performance solutions to support the business O Professional Specialist o Designs, develops, delivers, and evaluates learning and performance systems Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw- Hill Education.