Employee Training and Development, Chapter 01

Forces Influencing Working & Learning

-Economic Cycles -Globalization -Increased value placed on intangible assets and human capital -Focus on link to business strategy -Changing demographics and diversity of the workforce -Talent management -Customer service and quality emphasis -New technology -High performance work systems

Example of intangible assets

-Human Capital *tacit knowledge *education *work-related know how *work-related competence -Customer Capital *customer relationships *brands *customer loyalty *distribution channel -Social Capital *corporate culture *management philosophy *management practices *informal networking systems *coaching/mentoring relationships -Intellectual Capital *patents *copyrights *trade secrets *intellectual property

Value of Intangible Assets (Important implications)

1. A focus on knowledge workers 2. Employee engagement 3. An increased emphasis on adapting tochange & continuous learning

Human Capital (refers to)

1. Knowledge (know-what) 2. Advanced Skills (know-how) 3. System Understanding & Creativity (know-why) 4. Motivation to Deliver High Quality Goods & Services (care-why)

Assumptions of ISD Model

1.) Training design is effective only if it helps employees reach instructional or training goals & objectives 2.) Measureable learning objectives should be identified before the training program begins 3.) Evaluation is an important part in planning & choosing a training method, monitoring the training program, and suggesting changing to the training design process

Managers need to be trained in what new set of skills, for a diverse workforce?

1.) communicating effectively w/ employees from a wide variety of background. 2.) coaching, training, and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races 3.) providing performance feedback that is free of values and stereo types based on gender, ethnicities, or physical handicap 4.) training managers to recognize and respond to generational differences 5.) creating a work environment that allows employees of all backgrounds to be creative and innovative

Training

A planned effort to enable employees to learn job-related knowledge, skills, and behavior

Six Sigma Process

A process of measuring, analyzing, improving, and then controlling processes once they have been brought within the Six Sigma quality tolerances or standards.

ISO 10015

A quality management tool designed to ensure that training is linked to company needs and performance

Lean Thinking

A way to do more with less effort, equipment, space, and time, but still provide customers with what they need and want.

Training Design Process Step 6

Choose the training method based on the learning objectives and the learning environment . (traditional F2F interaction, e-learning, web-based or mobile learning)

human capital

Companies can increase intangible assets, specifically _________________, by focusing on attracting, developing, and retaining knowledge workers.

Training Design Process Step 3

Create a learning environment that has the features necessary for training to occur.

Training Design Process Step 5

Develop an evaluation plan. (identifying what type of outcomes training is expected to influence and choosing a design that allows you to determine the influence of training on these outcomes) (how training effects the "bottom-line")

Training Design Process Step 2

Ensure that the employees have the motivation and skills necessary to master training content.

Training Design Process Step 4

Ensure that trainees apply the training content to their jobs. (involves understanding how to manage skill improvement, co-worker & manager support)

Training Design Process Step 7

Evaluate the program/or make changes to it/or revisit any of the earlier steps to improve the program so that learning, behavior, or change, and other learning objectives are obtained.

Alternative Work Arrangements

Includes Independent contractors, on-call workers, temporary workers, and contract company workers.

Informal Learning

Learning that is learner initiated, involves action and doing, is motivated by an intent to develop, and does not occur in a formal learning setting.

Training Design Process Step 1

Needs assessment is preformed to identify if and where training is needed.

Formal training and development

Programs, courses, and events that are developed and organized by the company

STEM Skills

Science, Technology, Engineering, Math

Human Resources Development

The integrated use of training and development, organizational development, and career development to improve individual, group, and organizational effectiveness.

Knowledge Management (KM)

The process of enhancing company performance by implementing tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge.

Talent Management

The systematic, planned, and strategic effort by a company to use bundles of human resource management practices, including acquiring and assessing employees, learning and development, performance management, and compensation to attract, retain, develop, and motivate highly skilled employees and managers.

systematic/flexible

The training process should be _____, yet _____ enough to adapt to business needs.

Customer Capital

The value of relationships with persons or other organizations outside the company for accomplishing the goals of the company.

Outsourcing

Training and development activities are provided by individuals outside the company

Development

Training as well as formal education, job experiences, relationships, and assessment of personality, skills and abilities that help employees prepare for future jobs or positions.

Total Quality Management (TQM)

a companywide effort to continually improve the ways people, machines, and systems accomplish work

Instructional System Design (ISD)

a process for designing and developing training programs. There is no, one, universally accepted model. It is sometimes referred to as the ADDIE model b/c it includes analysis, design, development, implementation, and evaluation.

Training Design Process

a systematic approach for developing training programs

ISO 9000:2000

adopted as the quality standard in nearly 100 countries around the world, meaning that companies must follow these standards to conduct business in those countries

Intellectual Capital

codified knowledge that exists in a company

TQM Core Value

company promotes cooperation with vendors, suppliers, & customers to improve quality and hold down cost

Malcom Baldrige National Quality Award

created by public law, highest level of national recognition for quality that a U.S. company can receive

Learning Organization

embraces a culture of lifelong learning, enabling all employees to acquire and share knowledge continually

TQM Core Value

every employee in the company receives training in quality

Knowledge Workers

individuals valued for their ability to interpret and analyze information

Foundational Competencies Include:

interpersonal skills, business skills, personal skills, global mindset, industry knowledge, and technological literacy

Work Teams

involve employees with various skills who interact to assemble a product or provide a service

Tacit Knowledge

knowledge that cannot be codified; concerns knowing how to do a certain task and can be acquired only through active participation in that task

Explicit Knowledge

knowledge that is easily communicated and available to everyone

TQM Core Value

managers measure progress with feedback based on data

TQM Core Value

methods and processes are designed to meet needs of internal & external customers

TQM Core Value

quality is built into a product or service so that errors are prevented from

Social Capital

relationships within the company

Virtual Teams

teams that use computer technology to tie together physically dispersed members in order to achieve a common goal

Change

the adaption of a new idea or behavior by a company

Employee Engagement

the degree to which employees are fully involved in their work and the strength of their job and company commitment

Offshoring

the process of moving jobs from the U.S. to other locations in the world

Human Capital

the sum of attributes, life experiences, knowledge, inventiveness, energy & enthusiasm that the company's employees invest in their work.