Week 1 Session 1 Synchronous.pdf

Introduction to Employee Training & Development Week 1, Session 1 HRMT-303 Training & Development Marija Runic Ristic PhD, SHRM-SCP Associate Professor School of Business and Quality Management Hamdan Bin Mohammed Smart University Objectives Discuss the forces in...

Introduction to Employee Training & Development Week 1, Session 1 HRMT-303 Training & Development Marija Runic Ristic PhD, SHRM-SCP Associate Professor School of Business and Quality Management Hamdan Bin Mohammed Smart University Objectives Discuss the forces influencing the workplace and learning and explain how training can help companies deal with these forces Draw a figure or diagram and explain how training, development, informal learning, and knowledge management contribute to business success Discuss various aspects of the training design process Discuss the key roles for training professionals Identify appropriate resources for learning about training research and practice Importance of Training There are many challenges and opportunities in the workplace today Training equips individuals with necessary knowledge, skills, and abilities Training serves to attract employees to companies, engages, them, and promotes retention Training helps to create a competitive advantage Key Components of Learning  Key Components of Learning Learning Human Capital Acquiring knowledge, skills, competencies, Knowledge attitudes, or behaviors Advanced skills System understanding and creativity Motivation to deliver high-quality products and services Key Components of Learning Training Facilitates learning job-related competencies, knowledge, skills or behaviour There is a greater emphasis on: Providing educational opportunities for all employees. Performance improvement as an ongoing process than a one-time training event. Demonstrating to executives, managers, and trainees the benefits of training. Learning as a lifelong event. Training being used to help attain strategic business objectives.  Key Components of Learning Development Future focused—includes formal education, job experiences, relationships, and assessments Acquisition of knowledge, skills, and abilities required to perform future job responsibilities and for the long-term achievement of individual career goals and organizational objectives. The goal of development is to prepare individuals for promotion and future jobs as well as additional job responsibilities Key Components of Learning Informal learning Learner initiated Occurs without a trainer or instructor Motivated by an intent to develop Does not occur in a formal learning setting Breadth, depth, and timing is controlled by the employee Key Components of Learning Explicit Knowledge Well documented, easily articulated, and easily transferred from person-to-person Primary focus of formal training Tacit Knowledge Personal knowledge based on individual experiences that is difficult to codify Facilitated by informal learning Key Components of Learning Knowledge Management Tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge Knowledge management contributes to informal learning  Key Components of Learning Benefits of Training and Development Organizations that invest in the training and development of their employees reap many benefits. Specifically, training and development benefits can be classified into three categories: Organizational Benefits; Individual benefits; and Societal Benefits. Systematic Training Design Questions Why is it important to systemically design training? What are the limitations of the ISD model? Design a training for teaching managers the skill needed to run effective business meetings. Forces Impacting Learning Economic cycles Generational differences Globalization Talent management Value of intangible assets New technology and human capital Focus on links to business strategy Changing demographics and diversity Economic Cycles In difficult times, companies may be tempted to reduce training expenditures However, doing so may be detrimental For example, companies that used more selective staffing and training before the recession of 2009 performed better and recovered more quickly Globalization Global companies must find talented employees Expatriates require training for success Individuals from different countries come to the UAE for low-skill work and highly technical positions Globalization Provide training and development opportunities for global employees Cross-cultural training programs help employees to understand the culture and norms of the country to which they are being relocated. Intangible Assets Implications Knowledge workers are becoming more important A greater focus on employee engagement is needed There is an increasing need for companies to become “learning organizations” Links to Business Strategy Given the importance of intangible assets and human capital, training has greater strategic importance Training is no longer an isolated function, but rather an integral part of business success Different companies have different strategic training needs—one size does not fit all Demographics and Diversity Increased gender diversity in the workplace in the GCC Aging workforce Five Generations at Work in 2024 Baby Boomers Generation X Generation Y—Millennials Generation Z—Digital Natives https://youtu.be/q7nvsFcjvPc Managing Diversity Communicating effectively Coaching, training, and developing Providing performance feedback that is free of stereotypes Recognizing and responding to generational differences Allowing employees of all backgrounds to be creative and innovative Talent Management Systematic, planned, and strategic effort by a company to attract, retain, develop, and motivate highly skilled talent Key components acquiring and assessing employees learning and development performance management and compensation Talent Management It’s important for a number of reasons: Changes in demand for certain occupations and jobs Cognitive and interpersonal skill requirements Anticipated retirement of baby boomers Developing managerial talent New Technology Technology has changed how we train Training can occur at any time, anywhere Training is more consistent and more realistic More individuals can now be trained Knowledge can be shared by readily Trainers roles have evolved Many organizations used blended training methods  Forces Influencing Working and Learning (cont.) Advantages of new technology in training? Allows training to occur at any time and any place. Reduces travel costs. Provides greater accessibility to training and consistent delivery.  Challenges with New Technology It may be difficult to Some trainees may Not all trainees may engage trainees and desire greater “live” be comfortable with ensure compliance interaction with technology with training trainers High Performance Systems Work teams Employees interact to assemble a product or provide a service Cross training Training employees in a range of skills to fill roles needed to be performed Virtual teams Teams separated by time, geographic, and organizational boundaries BEST Award Winners Training supports business strategy Visible support from top management Efficiency in training All employees with access to training on an as- needed basis Variety of learning opportunities Measurement of training effectiveness ATD Competency Model  Training Roles Learning Strategist Business Partner Determines how learning can be used to Uses business knowledge and industry align with business strategy expertise to create training that improves performance Training Roles Project Manager Plans and monitors delivery of learning and performance solutions to support the business Professional Specialist Designs, develops, delivers, and evaluates learning and performance systems  Who Is in Charge of Training? In-house : trainers, managers, in-house consultants, and employee experts. Outsourced: professionals in human resources, human resource development, or organizational development. Professional Associations Association for Talent Development (ATD) Academy of Human Resource Development (AHRD) Society for Human Resource Management (SHRM) Society for Industrial and Organizational Psychology (SIOP) Academy of Management (AOM) International Society for Performance Improvement (ISPI)