BSAD 310 Spring 2017 - CH 7

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


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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


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Exhibit 7-1: Training Process


6Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.

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.


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?


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.


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



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


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


MODEL 7-1: JOB INSTRUCTIONAL TRAINING STEPS



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


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.


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.


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?


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


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


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


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


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.


Exhibit 7-4: Career Stages and the Hierarchy of Needs

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Exhibit 7-5: Consequences of Career Planning



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.

BSAD 310 Spring 2017 - CH 7

Business