Transcript
Chapter 7:Training, Learning,
Talent Management, and Development
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The Need for Training and Development
• After new employees are hired, they need to learn about the organization and its routine and processes.
• There is a relationship between training and job satisfaction.
• Effective training and development are investments, not expenses.
• Effective training pays for itself through competitive advantage and increased performance.
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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Training and Development • Training
– Teaching employees the skills necessary to perform job duties
– Train employees to provide the knowledge, skills, and abilities (KSAs) they need to succeed in their work
• Employee Development – Ongoing education to improve knowledge and
skills for present and future jobs within the firm
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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When Is Training Needed?• New Employee Orientation
– Introducing new employees to organization and their jobs.
• New Job Requirements or Processes • Remediation
– Correction of a deficiency or failure in a process or procedure
• Employee Development for Advancement
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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Exhibit 7-1: Training Process
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Needs Assessment• Needs Assessment: Analyzes the difference
between what is occurring within the job(s) and what is required based on firm’s operations and goals
• When Not Done Correctly– Training courses may be poorly designed (e.g.,
cover wrong info). – Wrong (e.g., not-yet-ready) employees may
participate. – Trainers may create programs that are unnecessary
or incomplete.
7Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Employee Readiness• Ability
– Organizations have to determine whether or not employees feel they are able to participate in the training process.
– Do they believe they can do it?– Managers must match abilities to jobs.
• Willingness– Are employees willing (motivated) to learn
what’s taught in a training program?
8Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Learning• Learning is any relatively permanent
change in behavior that occurs as a result of experience or practice.
• Trainers must understand how people learn so they can shape or change employee behavior effectively.
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Operant Conditioning and Reinforcement
• Skinner’s theory states that behavior is based on the consequences received from behaving in a similar way at an earlier point in time.
• If employees act in a particular way and receive a reward, they will likely repeat that behavior.
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Exhibit 7-2: Shaping Behavior
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11Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Shaping Behavior–Methods• Positive Reinforcement: Provide a reward in
return for a constructive action• Negative Reinforcement: Withdrawal of a
harmful thing in response to a positive action• Punishment: Application of an adverse
consequence or removal of a reward to decrease an unwanted behavior.
• Extinction: Lack of response, positive or negative, to avoid reinforcing an undesirable behavior
12Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Strategies for Shaping Behavior
• Increasing Targeted Behavior: Use positive or negative reinforcement (Option A or D in Exhibit 7-2)
• Decreasing Targeted Behavior: Use punishment (in either of its forms) or extinction (B, C, or E in Exhibit 7-2)
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Design and Delivery of Training
• Make Choice Based On . . .– Information being transferred– Options available to organization– Best type of training to maximize transfer
of knowledge while minimizing cost of training process
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MODEL 7-1: JOB INSTRUCTIONAL TRAINING STEPS
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On-the-Job Training and Job Instructional Training
• On-the-Job Training (OJT) – Done at work site with resources
employees use to perform job • Job Instructional Training
– Has proven record of success; is a specific type of on-the-job training used worldwide
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Classroom Training• Courses include content, instructional
methods, lesson plans and instructor materials.
• Materials are provided to a qualified instructor who teaches the class.
• Very good for consistently transferring general knowledge or theories about a topic to a large number of people.
• Effective when using the same equipment that is used on the job.
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Distance or E-Learning • Synchronous Distance Learning
– Trainees sign into a website where instructors interact with students and teach topics.
• Asynchronous Distance Learning– Trainees sign into training site and
materials are available for their studies.
19Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Assessing Training• Key Questions To Ask
– Has training achieved the shaped behavior identified through the needs assessment?
– Did the money spent return a sufficient ROI?
– Has job performance improved in a commensurate manner indicative of training dollars spent?
20Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Assessment Methods
• The Four Level Evaluation Method measures:– Reaction: How individuals respond to the training
process – Learning: Gained knowledge, new skills learned,
and changed attitudes toward person’s knowledge or skill set
– Behaviors: Trainee’s changed on-the-job behaviors
– Results: Improved individual behavioral changes affecting organizational results
21Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Talent Management and Development
• Talent Management and Development– Follow the same five steps as the training
process• Employee Development
– Deals primarily with training workers for future jobs
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Careers• Career: The individually perceived
sequence of attitudes and behaviors associated with work-related experiences and activities over the span of the person’s life
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Common Methods of Employee Development
• Formal Education: Courses and degree programs • Experience: Job-related experiences (e.g., job
rotation)• Employee Assessments: Reveal how employees
think, interact with others, and manage their actions and emotions– Psychological: Reveal style of thinking, interaction,
management, and leadership – Emotional Intelligence: Reveal how employees
identify, understand, and use emotions to promote working relationships
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A Model of Career Development Consequences
• Individual employees go through a series of career stages as they progress through their work life.
• Within each of these stages, the employee has different needs that the organization must meet so the relationship between the two can remain stable.
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Exhibit 7-4: Career Stages and the Hierarchy of Needs
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Exhibit 7-5: Consequences of Career Planning
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27Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Trends and Issues in HRM• The Gamification of Training and
Development– Gamification: the process of designing and
utilizing video and other game technology to teach the player a business concept.
• Outsourcing Employee Training and Development– Outsourcing has become the major topic
of interest to organizations of all sizes.
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