Human Resource Management: Gaining a Competitive Advantage Chapter 7 Training Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
Human Resource Management:Gaining a Competitive Advantage
Chapter 7
Training
Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
Learning Objectives
Discuss how training can contribute to companies’ business strategy.
Explain the manager’s role in identifying training needs and supporting training on the job.
Conduct a needs assessment.
Evaluate employees’ readiness for training.
Discuss the strengths and weaknesses of presentation, hands-on, and group training methods.
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Learning Objectives
Explain potential e-learning training advantages.
Design a training session to maximize learning.
Choose an appropriate evaluation design based on training objectives and analysis of constraints.
Design a cross-cultural preparation program.
Develop a program for effectively managing diversity.
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Training can...
Increase employees’ knowledge of foreign competitors and cultures.
Help ensure that employees have skills to work with new technology.
Help employees understand how to work effectively in teams to contribute to product and service quality.
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Training can...
Ensure that the company’s culture emphasizes innovation, creativity, and learning.
Ensure employment security by providing new ways for employees to contribute when their : jobs change or interests change skills become obsolete
Prepare employees to accept and work more effectively with each other, particularly with minorities and women.
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Training
Training is a planned effort by a company to facilitate the learning of employees.
High-leverage training is: linked to strategic business goals and objectives, supported by top management, relies on an instructional design model, and benchmarked to programs in other organizations.
Continuous learningrequires employees to understand the entire work process, expects them to acquire and apply new skills, and share what they have learned.
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Designing Effective Training Activities
1. Needs Assessment• Organizational Analysis• Person Analysis• Task Analysis
2. Ensuring Employees’ readiness for Training• Attitudes and Motivation• Basic Skills
3. Creating a Learning Environment• Identification of learning objectives and training outcomes• Meaningful material• Practice• Feedback• Observation of others• Administering and coordinating program
The Training Process
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Designing Effective Training Activities
4. Ensuring Transfer of Training• Self-management strategies• Peer and manager support
5. Selecting Training Methods• Presentational Methods• Hands-on Methods• Group Methods
6. Evaluating Training Programs• Identification of training outcomes and evaluation design.• Cost-benefit analysis
The Training Process
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3 Factors Used to Choose Training
Company’s Strategic Direction
Available Training Resources
Support-Manager and Peers
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5 Factors that Influence Employee Performance and Learning
1. Person characteristics Ability and skill Attitudes and motivation
2. Input Understand what, how, when to perform Necessary resources (equipment, etc.) Interference from other job demands Opportunity to perform
3. Output Expectations for learning performance
4 Consequences Positive consequences/incentives to perform Few negative consequences to perform
5. Feedback Frequent and specific feedback about how the job is performed
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Ensuring Employee Readiness for Training
Motivation to learn is the desire of the trainee to learn the content of the training program.
Self-efficacy is the employees' belief that they can successfully learn the content of the training program.
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Ensuring Employee Readiness for Training
To increase employees' self-efficacy level:1. Let employees know that the purpose of training isto
improve performance rather than to identify areas in which employees are incompetent.
2. Provideas much information as possible about the training program and purpose prior to actual training.
3. Show employees their peers’training success.
4. Provideemployees feedbackthat learning is under their control they have the ability and responsibility to overcome
learning difficulties experienced in the program.
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SKILLS
Basic Skills
Cognitive Ability–verbal comprehension,
quantitativeability and
reasoning ability
Reading Ability –level of difficulty of written materials
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Creating a Learning Environment
7 Conditions for Learning
1. Need to know why they should learn.
2. Meaningful training content.
3. Opportunities to practice.
4. Feedback.
5. Observe experience and interact with others
6. Good program coordination and administration
7. Commit training content to memory
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Transfer of Training
Transferof
Training
Climate fortransfer
Opportunity to uselearned capability
TechnologicalSupport
Self-managementskills
Manager support
Peer Support
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Selecting Training Methods
Presentation Methods Instructor-led classroom instruction Distance learning, teleconferencing &
webcasting Audiovisual techniques Mobile technologies
Hands-on Methods On-the-job training Self-directed learning Simulations Business games and case studies Behavior modeling Interactive video E-learning
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Outcomes Used inEvaluating Training Programs
OUTCOME
Cognitive Outcomes
Skill-based Outcomes
Affective Outcomes
Results
ROI
WHAT IS MEASUREDAcquisition of Knowledge
•Behavior•Skills
•Motivation•Reaction to Program•Attitudes
•Company Payoff
•Economic value of Training
HOW MEASURED•Pencil and paper tests•Work sample•Observation•Work sample•Ratings•Interviews•Focus groups•Attitude surveys
•Observation•Data from information systemor performance records
•Identification& cost comparison& program benefits
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Pretest/Posttest
with comparison group
Posttest only with comparison
group
Pretest/Posttest
Evaluation Designs
Posttest Only
Time Series
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Determining Return on Investment
Cost-benefit analysis is the process of determining a training program’s economic benefits using accounting methods.
• Determining costs• Determining benefits
• Making the analysis
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Cross-Cultural Preparation
An expatriate is an employee sent bya company to manage operations in a different country.
To be successful overseas,expatriates need to be:1. Competent in their area of expertise.2. Able to communicate verbally and nonverbally in the
host country.3. Flexible, tolerant of ambiguity, and sensitive to cultural
differences.4. Motivated to succeed, able to enjoy the challenge of
working in other countries, and willing to learn about the host country’s culture, language, and customs.
5. Supported by their families.
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3 Phases of Cross-Cultural Preparation
Phase One:Predeparture
Phase
Phase Two:On-SitePhase
Phase Three:Repatriation
Phase
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Managing Workforce Diversity
Managing Diversity is the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.
2 Types of Diversity Training:1. Attitude awareness and change programs2. Behavior based programs
2 Goals of Diversity Training:
1. Eliminate values, stereotypes, and managerial practices that inhibit employees’ personal development
2. Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender, family status, religious orientation, or cultural background.
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Organizational socialization is the process used to transform new employees into effective company members.
3 Phases of Socialization:
Socialization and Orientation
AnticipatorySocialization
Encounter
Settling In
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Summary
Technological innovations, new product markets, and a diverse workforce have increased the need for companies to reexamine how their training practices contribute to learning.
The key to successful training is choosing the training method that best contributes to effectiveness.
Managing diversity and cross-cultural preparation are two training issues relevant to capitalize on a diverse workforce and global markets.
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