Training & Development

Refers to adding challenges or new responsibilities to an employee's current job

Job enlargement:

Gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department

Job rotation

An experienced, productive senior employee who helps develop a less experienced employee (the protégé)

Mentor:

Emphasizes that we have a fundamental personality type that shapes and influences how we understand the world, process information, and socialize

Myers-Briggs Type Indicator (MBTI)

A three-by-three matrix used by groups of managers and executives to compare employees within one department, function, division, or the entire company Uses: For used for analysis and discussion of talent To help formulate effective development plans and activities To identify talented employees who can be groomed for top-level management positions in the company

Nine-box grid:

The process of measuring employees' performance

Performance appraisal:

Only post-training outcomes are collected Appropriate when trainees can be expected to have similar levels of knowledge, behavior, or results outcomes prior to training

Post-test only:

: Includes trainees and a comparison group Differences between each of the training conditions and the comparison group are analyzed determining whether differences between the groups were caused by training

Pretest/post-test with comparison group

Pretraining and post-training outcome measures are collected Used by companies that want to evaluate a training program but are uncomfortable with excluding certain employees

Pretest/post-test:

Comparison of the post-training and pretraining measures can indicate the degree to which trainees have changed as a result of training

Pretests and post-tests:

Assigning employees to the training or comparison group on the basis of chance alone It is often impractical Analysis of covariance

Random assignment:

It is collected at the program's conclusion

Reaction outcomes (lvl 1)

Employees' behaviors or skills are evaluated not only by subordinates but by peers, customers, their bosses, and themselves A special case of upward feedback

360-degree feedback process:

Companies make large investments in training and education and view them as a strategy to be successful; they expect the outcomes of training to be measurable and profitable Training evaluation provides the data needed to demonstrate that training does provide benefits to the company It involves formative and summative evaluation

Reasons for Evaluating Training

Prepares expatriates for return to the parent company and home country from the foreign assignment

Repatriation:

Used to determine the training program's payoff for the company

Results (lvl 4)

Direct costs: Salaries and benefits for all employees involved in training; program material and supplies; equipment or classroom rentals or purchases; and travel costs Indirect costs: Not related directly to the design, development, or delivery of the training program Benefits: Value that the company gains from the training program

Return on investment (lvl 5)

Time period in which participants no longer receive the training intervention

Reversal:

The extent to which trainees have learned skills can be evaluated by observing their performance in work samples such as simulators

Skill-based outcomes (lvl 3)

Combines the pretest/post-test comparison group and the post-test-only control group design This design controls for most threats to internal and external validity

Solomon four-group:

Determines the extent to which trainees have changed as a result of participating in the training program It may include measuring the monetary benefits that the company receives from the program (ROI) It involves collecting quantitative data

Summative evaluation

1. Conduct a Needs Analysis 2. Develop Measurable Learning Objectives and Analyze Transfer of Training 3. Develop Outcome Measures 4. Choose an Evaluation Strategy 5. Plan and Execute the Evaluation

The Evaluation Process

Pre-departure phase On-site phase Repatriation phase

Three phases of Cross-Cultural Preparation:

Training outcomes are collected at periodic intervals both before and after training It allows an analysis of the stability of training outcomes over time

Time series:

Competent in their areas of expertise Able to communicate verbally and nonverbally in the host country Flexible, tolerant of ambiguity, and sensitive to cultural differences Motivated to succeed Able to enjoy the challenge of working in other countries Willing to learn about the host country's culture, language, and customs Supported by their families

To succeed overseas, expatriates need to be:

Covers deployed employees' rights, such as guaranteeing jobs when they return except under certain circumstances The job a service member returns to may be different from the one he or she left It could require new skills or be in a different location Women are more likely than men to leave jobs for family reasons

Uniformed Services Employment and Reemployment Act:

: Refers to appraisal that involves collecting subordinates' evaluations of managers' behaviors or skills

Upward feedback

Group of employees who participate in the evaluation study but do not attend the training program Hawthorne effect

Use of comparison groups:

Employees who have an assignment to manage an operation abroad without being located permanently in that country

Virtual expatriates:

which of the following statements are true of comparison groups

comparison groups consists of a group of employees who do not attend the training program

Offer employees financial benefits to leave the company Usually part of the company's strategy to reduce labor costs without having to lay off employees Companies should make sure: Program is part of the employee benefit plan Company can justify age-related distinctions for eligibility for early retirement Employees are allowed to choose early retirement voluntarily

early retirement plans

Employees changing jobs, usually between companies, every two to three years Was once considered damaging to an employee's career Today, companies are more used to the practice

job hopping

___refers to employees changing jobs, between companies, every two to three years

job hopping

For companies: loss of talent and productivity that results from turnover, retraining, and recruitment costs difficult to create and sustain a culture that supports relationships between employees or continuity in employee-customer relationships employees: may not be staying in any one job long enough to complete important projects, develop personal networks or gain relevant experiences

job hopping negatives

If trainees were asked about their attitudes on a survey, that would be considered a learning measure

Affective outcomes (lvl 3)

For protégés: Career support: Coaching, protection, sponsorship, and providing challenging assignments, exposure, and visibility Psychosocial support: Serving as a friend and a role model Providing positive regard and acceptance Creating an outlet to talk about anxieties and fears Higher rates of promotion Higher salaries Greater organizational influence

Benefits of Mentoring

Determine the degree to which trainees are familiar with the principles, techniques, and processes emphasized in the training program

Cognitive outcomes (lvl 2)

Formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or future job and company

Development

Educates employees and their families who are to be sent to a foreign country Work in a country other than their country of origin

Expatriates:

Takes place during program design and development It helps ensure that the training program is well organized and runs smoothly Trainees learn and are satisfied with the program It provides information about how to make the program better; it involves collecting qualitative data about the program

Formative Evaluation

A barrier to advancement to higher-level jobs in the company that adversely affects women and minorities

Glass ceiling:

provide companies with the opportunity to hire employees who have a variety of experiences in different companies, may increase company's flexibility and adaptability because these employees are capable of quickly learning different jobs make it easy for downsizing because employees do not have high expectations for job security for employees; better pay and growth opportunities, opportunities to work in a variety of industries, and different sized companies to gain new skills and experiences

job hopping positives

benefits of job rotation are maximized and costs are minimized through timing the rotations to reduce work load costs and help employees understand the job rotation's role in their development plans all employees have equal opportunities for job rotation assignments, regardless of their demographic group job rotation is used to develop skills as well as give employees experience they will need for managerial positions employees understand specific skills that will be developed by rotation linked with the career management process so that employees know the development needs addressed by each job assignment

job rotation

in the ___ stage of employee's careers, individuals are concerned with keeping their skills up to date and being perceived as someone who is still contributing to the company

maintenance

in the _____ stage of employees' careers, individuals are concerned with keeping their skills up to date and being perceived as someone who is still contributing to the company

maintenance

the ___is a personality assessment tool used for team building and leadership development that identifies employees' preferences for energy, information gathering decision making and lifestyle

myer's briggs type inventory

behavior or skill-based outcomes are best measured by___

observations

_____ is a way to reduce head count (the number of employees) and lower labor costs

offering an early retirement plan

The process of helping new hires adjust to social and performance aspects of their new jobs

onboarding

which of the following types of training outcomes are collected when trainees are asked to rate their level of satisfaction with the trainer at the end of a training program

reaction

if a firm measures its sales volume before and after a training program, it is typically assessing the ___ outcome

results

Involves leaving a job and a work role and making a transition into life without work For some employees, it involves: Making a transition out of their current job and company Seeking full- or part-time employment elsewhere Recycling into another career Implications of aging workforce and use of early retirement programs to shrink companies' workforces: Companies must meet the needs of older employees Companies must take steps to prepare employees for retirement Companies must be careful that early retirement programs do not unfairly discriminate against older employees

retirement plan

____refers to the use of information by employees to determine their career interests, values, aptitudes and behavioral tendencies

self-assessment

A training program should be evaluated: To identify the program's strengths and weaknesses To assess whether content, organization, and administration of the program contribute to learning and the use of training content on the job To identify which trainees benefited most or least from the program To gather data to assist in marketing training programs To determine the financial benefits and costs of the program To compare the costs and benefits of: Training versus non-training investments Different training programs to choose the best program

summative evaluation

in upward feedback, managers' behaviors or skills are evaluated by___

their subordinates

_ refers to the process of collecting the outcomes needed to determine whether training is effective

training evaluation

which of the following statements is true about the differences between training & development

training focuses on preparing employees for current jobs, but development prepares them for other positions in the company

an expatriate is an employee

who works in a country other than his or her country of origin