Training and Development PDF

Training and Development Dr. Manan Pathak School of Business UPES Dehradun Reference Book Employee Training and Development by Raymond A. Noe, and Amitabh D. Kodwani, McGraw Hill  What is training? Training refers to a planned effort by a company to facilitate learning of...

Training and Development Dr. Manan Pathak School of Business UPES Dehradun Reference Book Employee Training and Development by Raymond A. Noe, and Amitabh D. Kodwani, McGraw Hill  What is training? Training refers to a planned effort by a company to facilitate learning of job-related competencies, knowledge, skills, and behaviors by employees. The goal of training is for employees to master the knowledge, skills, and behaviors emphasized in training and apply them to their day-to-day activities. Traditionally, companies have relied on formal training through a course, program, or “event” to teach employees the knowledge, skills, and behaviors they need to successfully perform their job.  Why training? Training can increase the company’s competitiveness Competitiveness means the ability of the company to maintain and gain market share in an industry To remain competitive, companies need to attract, retain, and motivate their workforces New technologies, new knowledge, globalization, e-commerce, diverse workforce Training has become a necessity Why training? The overall goal of training and development is learning Learning refers to employees acquiring knowledge, skills, competencies, attitudes, or behaviors But it is not just learning for the sake of learning It needs to contribute to competitive advantage of the company, support the business strategy, contribute to outcomes such as quality, productivity, development of new products, retention of employees etc. Learning occurs through training, development, informal learning, and knowledge management  Possible Business Goals Influenced by Training Productivity Reduced scrap and rework Increased customer satisfaction Reduced operational risks and accidents due to employee carelessness Increased employee satisfaction and retention Increased time and value-producing goods, such as increase in billable project time hours Better management decisions Increased development of human capital Succession planning needed for competitive advantage and growth Source: Noe and Kodwani, Employee Training and Development Human capital What employees learn contributes to the development of intangible assets such as human capital. Human capital refers to knowledge (know what), advanced skills (know how), system understanding and creativity (know why), and motivation to deliver high- quality products and services (care why). Human capital may be more valuable than physical capital (equipment or technology) or financial capital (monetary assets, cash) for providing a company with an advantage over its competitors, because it is difficult to imitate or purchase and it is unique to the company.  Formal training and development refers to training and development programs, courses, and events that are developed and organized Formal by the company. Training Informal learning refers to learning that is learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting. Informal learning occurs without a trainer or instructor, and its breadth, depth, and timing Informal is controlled by the employee. One reason why informal learning may be Learning especially important is that it may lead to the effective development of tacit knowledge  Explicit vs. Tacit knowledge Explicit knowledge refers to knowledge that is well documented, easily articulated, and easily transferred from person to person. Examples of explicit knowledge include processes, checklists, flowcharts, formulas, and definitions. Explicit knowledge tends to be the primary focus of formal training and employee development. Tacit knowledge refers to personal knowledge based on individual experiences that is difficult to codify. Knowledge Management Traditionally, training has been seen as an event or program designed to develop specific, explicit knowledge and skills. But managers and trainers and human resource professionals have begun to recognize the role of knowledge based on experience, which is impossible to teach in a training program. Hence they have broadened the role of training to include learning and designing ways of creating and sharing knowledge. Knowledge management refers to the process of enhancing company performance by designing and implementing tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge. Knowledge management contributes to informal learning. What is development? Development is similar to training, except that it tends to be more future-focused. Development help employees prepare for future jobs or positions. It may include training as well as formal education, job experiences, relationships, and assessments of personality, skills, and abilities. Related Terms and Areas Human resource development refers to the integrated use of training and development, organizational development, and career development to improve individual, group, and organizational effectiveness. Human HRD professionals might be involved in job and task analysis, instructional systems design, on-the- job training, and individual performance improvement. Organizational development professionals might focus on training as well as team building, conflict avoidance, employee development, and change management. Talent management professionals might focus on identifying the top talent in the company and ensuring that they get the training and development needed to promote them or prepare them for new positions. Learning professionals might focus on formal training and development activities as well as ensuring that informal learning and knowledge sharing occurs through the use of social networking tools. Training and development: differences Training Development Focus Current Future Use of Work Experiences Low High Goal Preparation for current Preparation for changes job Participation Required Voluntary Source: Noe and Kodwani, Employee Training and Source: Noe and Kodwani, Employee Training and Development ISD or ADDIE Instructional System Design (ISD) – a process for designing and developing training programs Sometimes referred to as the ADDIE model analysis, design, development, implementation, and evaluation No universally accepted instructional system development model.  1. Analysis 2. Design ADDIE 3. Development Model 4. Implementation 5. Evaluation Agile Learning Design To overcome the limitations of the ISD model, companies are starting to use agile learning design. Agile learning – any approach to training and development that focuses on speed, flexibility, collaboration, repeated review, and reuse of existing content, if appropriate. It may be best to combine ISD or ADDIE and agile learning when designing training. ADDIE can be used for the analysis and design phases. Agile instructional design can be used to quicken the development, implementation, and evaluation phases.  Economic cycles Forces Globalization Influenci Increased value placed on intangible assets and human capital Focus on link to business strategy ng Changing demographics and diversity of the Working workforce Talent management and Customer service and quality emphasis Learning New technology High-performance work systems Source: Noe and Kodwani, Employee Training and Source: Noe and Kodwani, Employee Training and Development Key Points In Leveraging T & D efforts Alignment of business strategy with training and development Learning is valued as part of the culture and supported by executive leaders and top managers Investment in training and development Different learning opportunities are provided and all employees have access to them Measurement of effectiveness and efficiency of training and development activities Nontraining solutions for performance improvement used, including organization development and process improvement Source: Noe and Kodwani, Employee Training and Development  Agile HR at Sky | Part 2 Reinventing People Practices wit h Agile – YouTube Conduct a phone or personal interview with a manager or training manager. Ask this person to describe the role that training plays in his or her company; changes, if any, they have seen in training in the past five years; and how they believe it will change in the future.  Best Buy’s business strategy is supported by four values: 1. Having Fun While Being the Best 2. Learning from Challenge and Change 3. Showing Respect, Humility, and Integrity; 4. Unleashing the Power of Our People Strategic Training Strategic Training Training activities should help the company achieve its business strategy. Training should align with the business strategy. A business strategy is a plan that integrates the company’s goals, policies, and actions. Goals include financial goals such as to maximize shareholder wealth, but also other goals such as employee satisfaction, industry position, and community service. The strategy influences how the company uses physical capital, financial capital, and human capital. Source: Noe and Kodwani, Employee Training and Strategic Training and Development Initiatives Strategic training and development initiatives are learning-related actions that a company should take to help it achieve its business strategy. The strategic training and development initiatives vary by company depending on a company’s industry, goals, resources, and capabilities. Source: Noe and Kodwani, Employee Training and Development Examples of Strategic T & D Initiatives Diversifying the learning portfolio Expanding who is trained Accelerating the pace of employee learning Improving customer service Providing development opportunities to employees Capture and Share Knowledge Aligning Training and Development with Strategy Building Work Environment Supportive of Training Capabilities for Strategic T & D 1. Alignment of learning goals to business goals. 2. Measurement of the overall business impact of the learning function. 3. Movement of learning outside the company to include customers, vendors, and suppliers. 4. A focus on developing competencies for the most critical jobs. 5. Integration of learning with other human resource functions, such as knowledge management, performance support, and talent management. 6. Delivery approaches that include classroom training as well as e- learning. 7. Design and delivery of leadership development courses. Source: Noe and Kodwani, Employee Training and Development Learning as a Strategic Focus Learning Organization A learning organization is a company that has an enhanced capacity to learn, adapt, and change. Here employees seek, share, and apply new knowledge and skills to improve both their personal and organizational performance. Learning is part of the organizational values and culture. Learning is embedded in practices and processes of the organization. Training processes are carefully scrutinized and aligned with company goals. Training is seen as one part of a system designed to create human capital. Leadership supports and reinforces learning.