Unit 4 session 8 Organizational Change Management.pptx

Online MBA Semester I Organizational behaviour & human Resource management Course Code - (OMBA-103) Unit 4: Lesson 8 : Training and development part 2 HRM Approaches to T & D A.Human Capital Approach B.Contingent Approach C.Strategic Framework 2 A.Training is an investment in human resources t...

Online MBA Semester I Organizational behaviour & human Resource management Course Code - (OMBA-103) Unit 4: Lesson 8 : Training and development part 2 HRM Approaches to T & D A.Human Capital Approach B.Contingent Approach C.Strategic Framework 2 A.Training is an investment in human resources that gives returns in the form of increased productivity B.There is a dependency relationship between training n business strategy of the firm. E.g. In firms that follow the innovation n quality strategy, training is likely to be oriented towards developing multiple skills n a future/long-term orientation. In cost strategy, training is likely to be highly specialized C.Training results in the development of those skills n competencies in the employees that are unique n superior than the competitors leading to competitive advantage 3 Training at McDonald's • Leading global foodservice retailer • World's largest restaurant chain with outlets in every continent and in almost all countries • More than 30,000 local restaurants serving 50 million people in more than 119 countries each day • Opened by Ray Kroc at Illinois USA in 1955 • Holds a leading share in the globally branded quick service restaurant segment • Today one of the well-known, powerful brands in the world, the other being Coca Cola, the only soft drink supplier to McD 4 CORPORATE VALUES 100% Customer Satisfaction Commitment to: Q (Quality) S (Service) C (Cleanliness) V (Value stands for ??) 5 CORPORATE VALUES Provides career opportunities that allow employees develop their full potential. Comprehensive training program for crew and career progression for a 'first job' employee to a senior management position through merit-based promotions. Most employees paid by the hour (Crew Members) Remaining salaried managers 6 Strategic Commitment To Training • Invests more than $1 Billion annually on training The company's attitude towards training and development can be traced back to Kroc's philosophies and beliefs about learning and work. • Kroc avoided employees with direct experience or formal training in the food preparation, restaurant and service business because they wanted to their own way • Skills Mix required: dedication, entrepreneurship, wider skills in service and quality • "Putting the hamburger on the assembly line"- A procedure where traditional catering and restaurant skills become obsolete 7 ??? The paradox McD Kitchen Training.... What else? Holistic Development 'Skills for life' that help each employee progress within and outside the organization International learning programs tailored to suit local needs McDa mentor teaching interpersonal and organizational skills 8 Orientation and Induction 1st stage of training... Welcome Meetings...Overview of the company Thereafter structured development program for training in all areas of business from meeting and greeting to food preparation to cleaning the floor. To do away with monotony, crew members rotated through a no. of different roles. An average of 44 shifts to become competent in all areas E-learning modules 9 Courses for Management Development: • • • • • Employee relations training Time management Staff retention and discipline Personal leadership and effective coaching (Restaurant n Business Leadership) Employee communications 10 Courses for Management Development: • • • • • Learning to manage shifts Community image Managing staff development Optimizing restaurant food cost Accounting and financial procedures 11 Diversity Initiatives World's community restaurant Long standing commitment to a diverse workforce Valuing differences, recognizing talents Results in recruitment and retention of excellent employees • Various networks enable maintaining a better connection with a diverse customer base such as Women's Leadership Network, Asian Employee Network, McDonald's African American Council • • • • 12 Evaluation of Training Program (Training Audit) • Mystery Shoppers pay a monthly visit to measure Q, S, с • Other than impact on the bottom-line/profits, leads to improved employee morale and productivity • 70% of current management team in head n regional offices began as crew members A model Employer • In 2005 voted the 'best place to work for minorities' (Fortune Magazine) • In the same year 'One of the five best places to work in Latin America' (America Economic Magazine) 13 Linkage Between Business Strategy & Training 14 Business Strategy Characteristics HRM Requirements Staffing and Training Practices Defender Strategy Limited product line Skill specialization Skill Type Associated with production and process efficiency Single capital- intensive technology Emphasis on production and finance functions Staff n train for narrow skills Compete on the basis of low price n high quality Skills in production efficiency, process engineering and cost control Stable environment Emphasize technical efficiency Build skills Labor-intensive vs. capital-intensive Staff n train for production n finance functions Skill Source Long-term perspective Internal staffing Functional Structure High amount of training Division of labor In-house training 15 The training strategy helps the firms (Defenders) refine their skills towards greater efficiency n provides them with competency (employees have the skills for superior performance) continuity. Over time these skills become organization-specific, unique, n nonimitable. 16 Business Strategy Characteristics HRM Requirements Staffing and Training Practices Prospector Strategy Diverse product lines Skill flexibility Skill Type Employee Benefits on the performance Multiple technologies Emphasis on Skill Type Staff n train for •Compete Improved basis of flow of sales/marketing n on broad skills •new markets n newmotivation research and Enhanced products development • Job becomes more rewarding Unstable Skills in product Buy skills Staff n train for marketing and research n development •environment Opportunityresearch for upward mobility in the firm development and • Increase inproduct engineering employability (Skilled workers seen as Emphasize Labor-intensive vs. Skill Source more attractive by competitors) product/market capital-intensive innovation Rapid growth External staffing Decentralized structure Low amount of training Low formalization External training when required 17 What can be learned and how? 18 Corporate Scenarios Where Training Courses Are Used Unique Training Training as Needs part of a Customized training Planned, Strategical ly decided large scale change initiative E.g. ITimplementation, cultural change addressing special development needs for teams and individuals E.g. sales training Regular training for specific target groups E.g. newly-appointed managers, new hires Training for employees offered on demand at high volume E.g. group conflict training Standard Training Needs Demand ed 19 Content of a Typical Training Catalogue Languages Office Packages Business Administration Accounting Labor Law Communicatio n Leading People Conflict management Coping with Stress Doing Interviews Project management Working techniques Facilitation/ Presentation Time management Sales technique 20 Increasing Productivity Through Employee Onboarding 21 Onboarding Onboarding, also known as organizational socialization, refers to the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders 22 Thank You https://onlinechitkarau. com