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Transcript of 1-1 Human Resource Management Gaining a Competitive Advantage Chapter 7 Training McGraw-Hill/Irwin...
1-1
Human Resource ManagementGaining a Competitive Advantage
Chapter 7
Training
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved.
7-2
Learning Objectives
After reading this chapter, you should be able to:• Discuss how training can contribute to
companies’ business strategy.• Explain the role of the manager in identifying
training needs and supporting training on the job.
• Conduct a needs assessment.• Evaluate employees’ readiness for training.• Discuss the strengths and weaknesses of
presentation, hands-on, and group training methods.
7-3
Learning Objectives
After reading this chapter, you should be able to:• Explain the potential advantages of e-learning
for training.• Design a training session to maximize learning.• Choose an appropriate evaluation design based
on training objectives and analysis of constraints.
• Design a cross-cultural preparation program.• Develop a program for effectively managing
diversity.
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Training can...
• Increase employees’ knowledge of foreign competitors and cultures.
• Help ensure that employees have the basic skills to work with new technology,
• Help employees understand how to work effectively in teams to contribute to product and service quality.
7-5
Training can...
• Ensure that the company’s culture emphasizes innovation, creativity, and learning.
• Ensure employment security by providing new ways for employees to contribute to the company when: – their jobs change
– their interests change
– their skills become obsolete
• Prepare employees to accept and work more effectively with each other, particularly with minorities and women.
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Training
• Training is a planned effort by a company to facilitate the learning of employees.
• High-leverage training:– is linked to strategic business goals and
objectives, – has top management support,– relies on an instructional design model, and – is benchmarked to programs in other
organizations.• Continuous learning is a learning system that
requires employees to understand the entire work process and expects them to acquire new skills, apply them on the job, and share what they have learned with other employees.
7-7
Designing Effective Training Activities
1. Needs Assessment• Organizational Analysis• Person Analysis• Task Analysis
2. Ensuring Employees’ readiness for Training• Attitudes and Motivation• Basic Skills
3. Creating a Learning Environment• Identification of learning objectives and training outcomes• Meaningful material• Practice• Feedback• Observation of others• Administering and coordinating program
The Training Process
7-8
Designing Effective Training Activities (cont.)
4. Ensuring Transfer of Training• Self-management strategies• Peer and manager support
5. Selecting Training Methods• Presentational Methods• Hands-on Methods•Group Methods
6. Evaluating Training Programs• Identification of training outcomes and evaluation design.•Cost-benefit analysis
The Training Process
7-9
Needs Assessment
Organizational Analysis
Person Analysis
Task Analysis
7-10
Ensuring Employee Readiness for Training
• Motivation to learn is the desire of the trainee to learn the content of the training program.
• Self-efficacy is the employees' belief that they can successfully learn the content of the training program.
7-11
Ensuring Employee Readiness for Training
• Managers can increase employees' self-efficacy level by:– Letting employees know that the purpose of training is
to try to improve performance rather than to identify areas in which employees are incompetent.
– Providing as much information as possible about the training program and purpose of training prior to the actual training.
– Showing employees the training success of their peers who are now in similar jobs.
– Providing employees with feedback that learning is under their control and they have the ability and the responsibility to overcome any learning difficulties they experience in the program.
7-12
SKILLS
Basic Skills
Cognitive Ability -verbal
comprehension,quantitativeability, and
reasoning ability
Reading Ability -the difficulty
level of written
materials
7-13
Creating a Learning Environment
• Employees need to know why they should learn.
• Employees need meaningful training content.
• Employees need to have opportunities to practice.
• Employees need feedback.
7-14
Creating a Learning Environment
• Employees learn by observing, experiencing, and interacting with others.
• Employees need the training program to be properly coordinated and aadministered.
• Employees need to commit training content to memory.
7-15
Transfer of Training
Transferof
Training
Climate fortransfer
Opportunity to uselearned capability
TechnologicalSupport
Self-managementskills
Manager support
Peer Support
7-16
Selecting Training Methods
• Presentation Methods– Instructor-led classroom
instruction– Distance learning– Audiovisual techniques– Mobile technologies
• Hands-on Methods– On-the-job training– Self-directed learning– Simulations– Business games and case studies– Behavior modeling– Interactive video– E-learning
7-17
Outcomes Used in Evaluating Training Programs
OUTCOME
Cognitive Outcomes
Skill-based Outcomes
Affective Outcomes
Results
Return on Investment
WHAT IS MEASURED•Acquisition of Knowledge
•Behavior •Skills
•Motivation•Reaction to Program•Attitudes
•Company Payoff
•Economic value of Training
HOW MEASURED•Pencil and paper tests•Work sample
•Observation•Work sample•Ratings
•Interviews•Focus groups•Attitude surveys
•Observation•Data from information system or performance records
•Identification and comparison of costs and benefits of the program
7-18
• Pretest/Posttest with Comparison Group
• Posttest only with comparison Group
• Pretest/Posttest
Evaluation Designs
• Posttest Only
• Time Series
7-19
Determining Return on Investment
• Cost-benefit analysis is the process of determining the economic benefits of a training program using accounting methods.
• Determining costs• Determining benefits• Making the analysis
7-20
Cross-Cultural Preparation
• An expatriate is an employee sent by his or her company to manage operations in a different country.
• To be successful in overseas assignments, expatriates need to be:– Competent in their area 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, and willing to learn about the host country’s culture, language, and customs.
– Supported by their families.
7-21
Three Phases of Cross-Cultural Preparation
Phase One:Predeparture Phase
Phase Two:On-Site Phase
Phase Three:Repatriation Phase
7-22
Managing Workforce Diversity
• Managing Diversity is the process of creating an environment that allows all employees to contribute to organizational goals and experience personal growth.
• Types of diversity training:– Attitude awareness and change programs– Behavior based programs
7-23
• Organizational socialization is the process used to transform new employees into effective company members.
• The three phases of socialization are:
Socialization and Orientation
AnticipatorySocialization
Encounter
Settling In
7-24
Three Phases of Socialization
• Through anticipatory socialization, expectations are developed about: – the company– job– working conditions– interpersonal relationships
• The encounter phase occurs when the employee begins a new job.
7-25
Three Phases of Socialization
• In the settle-in phase, employees start to feel comfortable with job demands and social relationships.
• Orientation programs play an important role in socializing employees. It involves familiarizing new employees with: – company rules,– policies,– procedures