HR (Chapter 6-Training, Learning, Talent Management, and Development)

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

*(Training program) Other Types of Training

(Internet-Based Training) - Trainers increasingly employ Internet-based learning to deliver programs. There are two basic ways to offer online courses to employees. First, the employer can arrange for its employees to take relevant online courses from either its own online offerings or from online training vendors on the Web. The second approach is to arrange with an online training vendor to make its courses available via the employer's intranet-based learning portal. (Learning Portals / Learning Management Systems (LMS) - A learning portal is a section of an employer's website that offers employees online access to training courses. Many employers arrange to have an online training vendor make its courses available via the employer's portal. Most often, the employer contracts with application service providers (ASPs). When employees go to their firm's learning portal, they actually access the menu of training courses that the ASP offers for the employer.

Training and Development What is the difference ??

(Training) • Training is the process of bringing a person to an agreed standard of skill by practice and instruction (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 • A trainer and participant working together to transfer information from the trainer to the participant, to develop the participant's knowledge, attitudes or skills so they can perform work tasks better. -- (Employee Development) • Ongoing education to improve knowledge and skills for present and future jobs within the firm.

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.

(The Training Process) Step 1: 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 employees may participate. • Trainers may create programs that are unnecessary or incomplete.

*What is the difference between Learning & Training and Development

-Training is the giving of information and knowledge, through speech, the written word or other methods of demonstration in a manner that instructs the trainee. -Learning is the process of absorbing that information in order to increase skills and abilities and make use of it under a variety of contexts. -Employee Development is Ongoing education to improve knowledge and skills for present and future jobs within the firm.

Assessment Methods

1. (The time series design) Here, as in next Figure, we take a series of performance measures before and after the training program. This can provide some insight into the program's effectiveness. 2. (Controlled experimentation) A controlled experiment uses a training group and a control group that receives no training. Data (for instance, on quantity of sales or quality of service) are obtained both before and after one group is exposed to training and before and after a corresponding period in the control group.

*The Training Process

1.assessing the needs for training and development 2.selecting how to shape behavior through training and development 3.designing the training and development 4.delivering the training and development 5.assessing the training and development

(The Training Process) Step 3: Designing the Training Program

Design means planning the overall training program including; • training objectives • delivery methods • and program evaluation • Sub-steps include setting performance objectives, creating a detailed training outline (all training program steps from start to finish), choosing a program delivery method (such as lectures or Web), and verifying the overall program design with management.

*(The Training Process) Step 4: Delivering the Training

Different implementation methods There are different strategies for implementing the training program. These include; 1. On-the-job training, 2. Informal Learning, 3. Job Instruction Training, 4. Classroom Training, 5. Management Development Programs, 6. Other Types of Training.

*(The Training Process) Step 5: Assessing & Evaluating the 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?

*(Training program) Management Development Programs

Management development - is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills. It includes in-house programs like courses, coaching, and rotational assignments; professional programs like those given by SHRM; online programs from various sources; and university programs like executive MBAs. -Management development is important for several reasons: >promotion, from within is a major source of management talent, and virtually all promoted managers require some development to prepare them for their new jobs. >Furthermore, management development facilitates organizational continuity, by preparing employees and current managers to smoothly assume higher-level positions.

*(Training program) On-the-job training (OJT)

Nevertheless, when speaking of on-the-job-training (OJT) means having a person learn a job by actually doing it. ------ (Types of on-the-job training): • The most familiar on-the-job training is the coaching or understudy method. Here, an experienced worker or the trainee's supervisor trains the employee. This may involve simply observing the supervisor, or (preferably) having the supervisor or job expert show the new employee the ropes, step-by-step. Every manager is accountable for developing his or her subordinates. • Job rotation, in which an employee (usually a management trainee) moves from job to job at planned intervals, is another OJT technique. • Special assignments similarly give lower-level executives firsthand experience in working on actual problems.

*Employee Orientation/Onboarding

Orientation, usually called onboarding today, is the process of introducing new employees to the organization and their jobs. Orientation introduces the new employee to all of the things that exist within the organizational society in order to be able to go about their daily lives. Purpose 1. Make the new employee feel welcome, at home, and part of the team. 2. Has the basic information to function effectively, such as e-mail access, personnel policies and benefits, and expectations in terms of work behavior. 3. Start the process of a person becoming socialized into the firm's culture, values, and ways of doing things.

(The Training Process) Step 2: Shaping Behavior through Training & development

Shaping the behavior means causing workers to act in ways that are conducive to the improvement and ultimate success of the organization. ---------- (Method) • Applying or Withdrawing a reward • Applying or Withdrawing a punishment (Objective) • Increasing Targeted Behavior: Applying a reward or removing punishment • Decreasing Targeted Behavior: Withdrawing a reward or adding a punishment

*(Training program) Management Development Programs >Succession Planning

Succession Planning - Management development is often part of the employer's succession planning process. Succession planning involves developing workforce plans for the company's top positions; it is the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance.

(Training program) Informal Learning

Surveys estimate that as much as 80% of what employees learn on the job they learn through informal means, including performing their jobs while interacting every day with their colleagues. Employers can facilitate informal learning. For example, >one Siemens plant places tools in cafeteria areas to take advantage of the workrelated discussions taking place. Even installing whiteboards with markers can facilitate informal learning. >Sun Microsystems implemented an informal online learning tool it called Sun Learning eXchange. This evolved into a platform containing more than 5,000 informal learning items/suggestions addressing topics ranging from sales to technical support.

Training Effects to Measure

The manager can measure four basic categories of training outcomes or effects: 1. Reaction: Evaluate trainees' reactions to the program. Did they like the program? Did they think it is worthwhile? 2. Learning: Test the trainees to determine whether they learned the principles, skills, and facts they were supposed to learn. 3. Behavior: Ask whether the trainees' on-the-job behavior changed because of the training program. For example, are employees in the store's complaint department more courteous toward disgruntled customers? 4. Results: Most important, ask, "What results did we achieve, in terms of the training objectives previously set?" For example, did the number of customer complaints diminish? Reactions, learning, and behavior are important. But if the training program doesn't produce measurable performance-related results, then it probably hasn't achieved its goals.

*(Training program) Classroom Learning

• 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.

(Training program) Job Instruction Training

• Job Instruction Training (JIT) - listing each job's basic tasks, along with key points, in order to provide step-by-step training for employees. -- 1. preparation of the trainee 2.presentation of task by the trainer 3.performance of the task by the trainee 4.follow-up

Considerations in Designing the Training Program

• Making Skills Transfer Obvious and Easy 1. Maximize the similarity between the training situation and the work situation. 2. Provide adequate practice. 3. Identify each step in the process. 4. Direct the trainees' attention to important aspects of the job. 5. Trainees learn best at their own pace. If possible, let them pace themselves. ------------------------------ • Reinforce The Learning 1. Reinforce correct responses "well done." 2. Partial-day training is generally superior to full-day training. 3. Follow-up assignments "apply back on the job what they've learned". 4. Incentive.