Training and Development

Training and Development2009

2

Training and Development: Learning Objectives

• By the end of this module, students will:> Understand the training process from

needs assessment through evaluation.> Demonstrate mastery by designing,

conducting and evaluating a training project for an organization.

©SHRM 2009

Unit 1: Introduction to Training and Development

2009

©SHRM 2009 3

Unit 1 Learning Objectives

• By the end of Unit 1, students will:> Have an overview of the training process

and the structure of the class.> Recognize environmental factors that have

changed traditional training in organizations.> Understand group process and group

member roles.> Become a member of a team and be

assigned a team project.

©SHRM 20094

What Is Training and Development?

• Training:> An organization’s planned effort to

facilitate employees’ learning of job-related competencies.

• Development:> Formal education, job experiences,

relationships and assessments of personality and abilities that help employees prepare for the future.

Noe, R. A. (2008). Employee Training & Development, 4th ed., New York: McGraw-Hill Irwin.

©SHRM 20095

Training and Development Process

1. Needs assessment and analysis.

2. Training program design.

3. Training program development.

4. Implementation and delivery of training.

5. Training evaluation.

United States General Accounting Office. (2004). Human Capital: A Guide for Assessing Strategic Training and Development Efforts in the

Federal Government. GAO-04-546G.

©SHRM 20096

Group Development

• Forming.• Storming.• Norming.• Performing.• Adjourning.

©SHRM 20097

Groups or Teams?

What groups have you participated in?

©SHRM 2009

8

Group or Team?

How did it go?

©SHRM 20099

Group Roles

• Task-oriented roles:> Initiator.> Information seeker and information giver.> Coordinator.

• Maintenance roles:> Encourager.> Harmonizer.> Compromiser.

• Individualistic roles:> Aggressor, blocker, dominator.> Recognition seeker.> Withdrawing.

©SHRM 200910

Unit 1/Class 2

TRAINING:

“A method of enhancing human performance.”

Silberman

©SHRM 200911

What Gives Value to an Organization?

• Organization’s Value> Financial Assets> Physical Assets> Intangible Assets – People!

©SHRM 200912

Traditional Training

• Traditional training: > Teach employees skills needed for current jobs.> Low priority = low budget.

• U.S. business training dollars:> 1995: $51 billion (Bureau of Labor Statistics).> 2006: $109 billion (American Society for Training and

Development).

©SHRM 200913

What’s Changed the Emphasis on Training?

• Globalization.• Need for leadership.• Increased value of human capital.• Link to business strategy.

©SHRM 200914

What’s Changed the Emphasis on Training?

• Attracting and retaining talent.• Customer service and quality.• Demographics and workforce diversity.• New technology.• Economic change.

©SHRM 200915

Setting Up Your Teams!

©SHRM 200916

Your Team Project

• What will you be doing?> 1. Conduct a needs assessment and analysis.> 2. Design a training program.> 3. Develop a training program.> 4. Recommend implementation and delivery of

training.> 5. Evaluate the training.

©SHRM 200917