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
