1 © 2013 by Nelson Education Ltd. Managing Performance through Training and Development Third Edition PowerPoint Slides Dr. Lori Buchart, CD, CHRP Mount.

1© 2013 by Nelson Education Ltd.

Managing Performance

through Training and Development

Third Edition

PowerPoint SlidesDr. Lori Buchart, CD, CHRPMount Royal University


CHAPTER ONE

The Training and Development Process


LEARNING OUTCOMES

Understand the meaning of performance management (PM), training and development (T&D), and human resources development (HRD)

Describe the PM process and the role of T&D Describe the societal, organizational, and employee benefits

of T&D Discuss T&D in Canada Explain the role of the environmental and organizational context of

T&D and the human resources system Discuss the meaning of strategic HR, T&D, and high-performance

work systems Discuss the instructional systems design model of T&D


INTRODUCTION

Value of T&D cannot be underestimated – critical function Number of incidents attributable to lack of training, which

cost lives and money Success and competitiveness are highly dependent

upon sound T&D – critical to organizational performance T&D are key factors in creativity, innovation, and transfer

of knowledge, and are part of the defining factors of best companies to work for in Canada

It is a sound investment with an ROI – not a cost!


PERFORMANCE MANAGEMENT

Performance management entails:

Not a single event – it is a continuous loop of:

• (Re-)Establishing performance goals and expectations

• Designing interventions and programs to develop employee KSA and overall employee and company performance

• Monitoring success of interventions and programs Employee development plans are critical in this process


PM PROCESS


TRAINING AND DEVELOPMENT

Training and Development• Formal and planned efforts that allow one to

acquire KSAs:–Training: To improve current job performance

(short-term focus)

–Development: To perform future job responsibilities (longer-term focus) – i.e., career goals and organizational objectives


HUMAN RESOURCES DEVELOPMENT

HRD:• Systematic and planned activities that are

designed by an organization to provide:–Employees with an opportunity to learn

necessary skills to meet current and future job demands

T&D BENEFITS

Organizational Increases effectiveness and productivity Maintains competitive advantage Improves recruitment and retention efforts Provides an integrated structure/process to

achieve organization’s business objectives


T&D BENEFITS


Intrinsic and Extrinsic• Confidence• Self-efficacy• Higher earnings • Promotion/advancement• Positive attitude/behaviour• Seek out opportunities

Employees

T&D BENEFITS

Society

Society• Skilled workforce• Increased standard of

living• Increased global presence

Note: Canada lags in the category of innovation and competitiveness



CANADA STATISTICS

Can we do better in Canada?• Number of employees in Canadian

organizations that receive training:–11 million workers receive some sort of

workplace training as follows:–More than 2/3 (69%) full-time workers –50% part-time employees–31% seasonal/contract employees


INVESTMENT OR EXPENSE?

2006 – Canada ranked 21st in T&D spending 2002 – Canada ranked 12th in T&D spending Underinvestment may lead to a gap in essential

skills to remain competitive in today’s global marketplace

Must increase spending – not look at it as an expense, but rather an investment


QUEBEC TRAINING LAW

Passed in 1995 – “1% or training law”• Only payroll training tax in North America

Changed way firms structure, organize, and deliver training:• Actively planning and implementing training

–Participation increased (1997–2002) from:–21% to 33% in Quebec –29% to 35% in Canada

• Employers, governments, and unions working together to find ways to promote


T&D CONTEXT


T&D CONTEXT

A. Environmental Context

1. Global competition

2. Technology

3. Labour market

4. Change

5. Social climate


T&D CONTEXT

B. Organizational Context

1. Strategy

2. Structure

3. Culture


T&D CONTEXT

C. Human Resources Management System

High-Performance Work System (HPWS) Integration with all HR practices and

policies Integration with business strategy

… Is Essential Influences T&D strategy, policy, and practice


STRATEGIC T&D

Business strategy influences HRM strategy An integrated/interrelated approach


INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD)


INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD)

Rational and scientific model of T&D process consists of three major overlapping steps: Starts with performance gap or itch (problem)

– Training needs analysis – Training design and delivery – Training evaluation

The ISD model guides strategic T&D process (and the rest of this course)


SUMMARY

Investigated strategic T&D processes and drivers of these processes

T&D play critical roles in an organization’s competitive advantage, effectiveness, and productivity

Done right, there can be a significant ROI – not simply an expense

Discussed state of training in Canada with added emphasis on the Quebec Training Law and its effectiveness since its inception


SUMMARY

The value of training and development is increased when linked to SHRM, aligned with other HR practices (and a HPWS), and tied to an organization’s business strategy

Introduced instructional systems design (ISD) model • Key concepts to be addressed in subsequent

chapters, such as needs analysis, training design and delivery, and the evaluation of training programs

1 © 2013 by Nelson Education Ltd. Managing Performance through Training and Development Third Edition PowerPoint Slides Dr. Lori Buchart, CD, CHRP Mount.

Documents

nelson education

development td

organizational performance

development training

development process

role of td

employee benefits of

organizational context