Training and Development Chapter 2

business goals that are influenced by training

positive benefits 1) Productivity (can enhance or decrease productivity) 2) Reduced scrap and rework 3) Increased customer satisfaction 4) Reduced operational risks and accidents due to employee carelessness 5)Increased employee satisfaction and retention -- They can be happier that they are producing more 6) Increased time and value-producing goods, such as increase in billable project time hours 7) Better management decisions 8) Increased development of human capital 9) Succession planning needed for competitive advantage and growth.

models of organizing the training department (variables to consider)

resistance to change, control, power, task redefinition

reasons companies don't outsource their training

- Inability of outsourcing providers to meet company needs - Desire to maintain control over all aspects of training and development

internal marketing tactics

- Involve the target audience in developing the training program - Demonstrate how a training program can be used to solve specific business needs - Identify a "champion" who actively supports training - Listen and act on feedback received - Advertise on e-mail, on company websites, and in employee break areas - Designate someone to interact between the training designer and the business unit - Determine the financial gains top-level executives are want - Don't use jargon

learning processes and practices

- Knowledge creation, dissemination (act of sharing something), sharing, and application are practiced. - Systems are developed for creating, capturing, and sharing knowledge. - often managers are not supportive of learning because they don't want their workers to go somewhere

managers reinforce learning

- Managers actively question and listen to employees, encouraging dialogue and debate. • Managers are willing to consider alternative points of view. • Time is devoted to problem identification, learning processes and practices, and post-performance audits. • Learning is rewarded, promoted, and supported.

Product Delivery

- Offers a menu of learning options - Delivers training at the work site

implications of learning for human capital development

- Recognition that learning should help: -- help employees perform -- Achieve business goals - Learning should have a purpose - Learning should occur on as needed basis - Need to support informal learning - Learning should be supported psychologically

top management support: the CEO is responsible for..

- Setting a clear direction for learning - Providing encouragement, resources and commitment for strategic learning - Governing learning and reviewing objectives - Developing new learning programs for the company - Teaching program or providing online resources - Serving as role model for learning - Promoting the company's commitment to learning

centralized training

- Training and development resources and professionals are done in one location and decisions are made from one department - Advantage: have 1 centralized dept. deciding everything (standardization of training); Its cheaper (efficient); Helps integrate programs for developing leaders and managing talent - Disadvantage: the standardization doesn't mean that local needs of the training audience are met

T&D activities

- Use Web-Based Training - Make Development Planning Mandatory - Increase Amount of Customer Service Training - Develop Web Sites for Knowledge Sharing

product design

- Uses benchmarking and other innovative design - Implements strategies to develop products quickly - Involves suppliers strategically

impact of strategic thinking on training. Strategy determines..

- amount of training that is needed for current and future job skills - amount of customization for particular needs - amount of restriction of training for a special group of employees - the extent to which training is planned and systematically administered - training as an organizational priority

supportive learning environment

- employees feel safe expressing their thoughts about work, ask questions, disagree with managers, and admitting mistakes - all functional and cultural perspectives are wanted - employees are encouraged to take risks, and innovate ; trying new processes and developing new products and services - thoughtful review of the company's processes is wanted

role of employees and managers

- employees responsible for quality of goods and services - managers must: - Manage individual performance - Develop employees and encourage continuous learning - Plan and allocate resources - Coordinate activities and interdependent teams - Facilitate decision making - Create and maintain trust - Represent their work unit

business strategy

- plan that takes the organization from A to B in such a way that it remains competitive and promotes sustainability - integrates the company's goals, policies, and actions - influences how the company uses : physical , financial, and human capital - long term (3-5 years)

metrics that show value of training

- type of measurement - Learning Performance Improvement - Reduced Customer Complaints - Reduced Turnover - Employee Engagement

decisions a company must make about how to compete to reach its goals

- where do we compete? (in what markets (industies, products, ect) - how to compete? on what outcome or differentiating characteristic will we compete? cost? quality? reliability? delivery? innovativeness? - with what will we compete? what resources do we need to beat the competition?

disinvestment strategy

-- you are liquidating your company; -- taking off departments-reduce cost, reduce assets. -- Training needed: motivation, goal setting, time management, cross training (cross in different areas); - leadership training, interpersonal communications, outplacement assistance and job search skills training. - (YOU ARE LAYING OFF PEOPLE; HIGH STRESS ENVIRONMENT; YOU WANT TO BE NICE SO YOU HELP THEM WITH FINDING JOBS!)

strategic T&D Process

1) business strategy 2) strategic T&D initiatives 3) T&D activities 4) metrics that show value of training

goal integrity and FOCUS

1) mission (who are we?) 2) strategy (what do we do? where should we be in 3-5 years?) 3) tactics (what do we need to accomplish this year? because of annual budget) 4) operations (what do we need to do today? day to day behavior)

Structural Versatility

Employs professionals who serve as product and classroom instructors, managers, and internal consultants

HR planning

Identification, analysis, forecasting, and planning of changes to help meet changing business conditions

extent of unionization

Joint union-management programs help employees prepare for new jobs

Ensure that the Work Environment Supports Learning and Transfer of Training

Remove constraints to learning (e.g., lack of time and resources) • Dedicate physical space to encourage teamwork, collaboration, creativity, and knowledge sharing • Ensure that managers and peers are supportive of training, development, and learning

SWOT

Strengths/Weaknesses (Internal); Opportunities/Threats (External)

learning organization

a company that has an enhanced capacity to learn, adapt, and change - a company that has learning as a strategic focus - managers should reinforce learning

power

ability to influence others

focus of learning organization

carefully examined and aligned training processes with company goals - ask what the employee need to know to get from A to B

steps in a change process

clarify the request for change, make the vision clear, design the solution, communicate and market for buy-in, choose and announce action as soon as possible, execute and create short term wins, follow up and reevaluate and modify

staffing strategy

company's decisions regarding: where do we find employees?/ how do we select them? what kind of mix do we want in employee KSAO's and personal characteristics?

mission

company's reason for exisiting - who am I? who are we?

concentration

concentrate on a niche market; cross training would be important

advantages of outsourcing training

cost saving, time saving, improvements in compliance with training mandates, access best training practices

task redefinition

creating changes in managers and employees roles and job responsiblities

four perspectives

customer, internal innovation, learning, financial

external growth strategy

emphasizes acquiring vendors and suppliers or buying businesses to expend into new markets - you are acquiring another company-you need to train two companies to work together...concentrate on team building,

strategic value

employee potential to improve company effectiveness and efficiency - results in 4 types of employees

corporate university model

ex. macDonalds is the most popular - there is a formal structured program/sister program that meets the needs of senior level executives. - very centralized (think about McDonald's---everyone will cook the burger the same way no matter where you are from----customers expect that!) -budget is from headquarters! - recoup cost by offering courses to outsiders

employee uniqueness

extent to which employees are rare and specialized and not highly available

SWOT analytical process

external analysis, internal analysis, strategic choice - Analytical template an organization uses to generate strategic possibilities (the good and the bad & the internal and external)

internal analysis

find the company's strengths and weaknesses - examine the available quantity and quality of financial, physical, and human capital

internal growth strategy

focus on new market and product development, innovation, and joint ventures - grow from within

business conditions

impact the ability to find employees with necessary skills, and retain current employees

HRM practices activities related to:

investments, staffing, performance management, training, compensation and benefits

4 types of employees from strategic value

knowledge based workers, job based employees, contract employees, alliances/partnerships

strategic training and development initiatives

learning-related actions that help to achieve business strategy begin: organization strategy then knowing what your strategy is then organization success

decentralized training

less efficient in terms of more money spent (more people spread out everywhere) - Advantage: it places the T&D decision makers right where the employees are (can meet local needs)

external analysis

look at the operating environment (outside) to find opportunities and threats

internal marketing

making employees and managers excited about training

control

managers and employees ability to obtain and distribute valuable resources

resistance to change

managers' and employees unwillingless to change

effectiveness of training program depends on the level of involvement of:

managers, employees, specialized development staff

training as a part of a system designed to create human capital

organization have people working for them ; independent people are pulled together by a system (company) that is designed to help them grow without increasing the number of people

business process outsourcing

outsourcing of any business process, such as HRM, production, or training

strategic (plan) training takes potential to..

peak performance (work)

business embedded model

the company's training and development section are the ones mainly [are striving to be the main trainers] training the company and they need to not only train on what the departments ask for but also to meet the needs of the company. Each department gets a training and development budget and they can choose to train in house or out house---thus the training and development dept. is running a little business--trying to sell their services and one way to make it attractive is to have a strategic direction.

vision

the picture of the future that the company wants to have - where do you see yourself going?

strategic choice

the strategy believed to be the best alternative to reach company goals

If line managers are aware of what development activity can achieve..

they will be more willing to become involved in it -They will also become more involved in the training process if they are rewarded for participating.

global presence

training helps prepare employees for temporary or long-term overseas assignments

integration of business units

training likely inclues rotating employees between jobs in different businesses

T/F: companies expect employees to initiate the training process

true

outsourcing

use of an outside company that takes complete responsibility and control of some or all training or development activities like administration, design, development, delivery

goals

what the company hopes to achieve in the medium - long term (future) - SMACK ( specific, measurable, achievable/attainable, compatible with the org goals)

values

what the company stands for - things that we value as important

capture and share knowledge

• Capture insight and information from knowledgeable employees (document it in some information ssytem) • Organize and store information logically • Provide methods to make information available (e.g., resource guides, searchable database)

Provide Development Opportunities and Communicate with Employees

• Ensure that employees have opportunities to develop • Ensure that employees understand career opportunities and personal growth opportunities • Ensure that T&D addresses employees' needs & opportunities

improve customer service

• Ensure that employees have product and service knowledge • Ensure that employees have skills needed to interact with customers

align training and development with the company's direction

• Identify needed knowledge, skills, abilities, or competencies • Ensure that current T&D programs support the company's strategic needs

Accelerate the Pace of Employee Learning

• Quickly identify needs and provide a high-quality learning solution • Reduce the time to develop training programs • Facilitate access to learning resources on an as-needed basis

expand who is trained

• Train customers, suppliers, and employees • Offer more learning opportunities to nonmanagerial employees

diversify the learning portfolio

• Use technology, such as the Internet, for training • Facilitate informal learning • Provide more personalized learning opportunities

key capabilities for human capital development

- Aligning learning goals to business goals (how do we get current people to accomplish these goals? hire better people? are we appraising people right? paying them better? what do we need in t&d to cross that gap????) - Measuring the business impact of learning - Movement of learning outside the company - Developing competencies for critical jobs -- Competencies = KSAO's -- Certain jobs that are essential to the ongoing job of the company, the training is critical - Integrating learning with other HR functions -- Ex: recruiting and T&D - Including classroom as well as e-learning -- Blended learning: takes 2 methods and blend them - Designing and delivering leadership development courses

The Business Embedded model with Centralized training:

- Allows the company to gain the benefits of centralized training - Ensures that training content and delivery methods are business specific

how to build a training brand

- Ask current "customers" of training, including managers who purchase or ask for training and employees who participate in training what their perceptions are of the brand -Define how you want to be perceived by current and future customers. - Identify factors that influence your customer's perceptions of the training function. - Review each of the factors to determine if it is supporting and communicating the brand to your customers in a way that you intended. - Make changes so that each factor is supporting the brand. - Get customers feedback at each step of this process (define the brand, identify factors, suggest changes, etc.). - When interacting with customers, create an experience that supports and identifies the brand.

Accountability for Results

- Believes that individual employees must take responsibility for their personal growth - Provides follow-up on the job to ensure that learning takes place - Considers the manager the key player in supporting learning - Evaluates the strategic effects of training and it's bottom-line results - Guarantees that training will improve performance

strategic direction

- Broadly disseminates a clearly articulated mission - Recognizes that its customer base is segmented - Provides customized solutions to its clients' needs - Understands product life cycles - Organizes its offerings by competencies - Competes for internal customers

metrics

- Business-level outcomes chosen to measure the overall value of training or learning - Strategic business-related measures not linked to one course or program

balance scorecard

- Customer, Process, Learning, & Financial - Customers: what are their needs? are we meeting it? - Process: Quality management: Six Sigma -learning (are we learning/encouraging learning?) -financial: financial condition of company

strategic T&D initiatives

- Diversify the Learning Portfolio - Improve Customer Service - Accelerate the Pace of Employee Learning - Capture and Share Knowledge