Guest Lecture Training & Development
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Transcript of Guest Lecture Training & Development
NICE TO MEET YOU (AGAIN)! Dr. Jos Akkermans Associate Professor of Sustainable Career & OB @ VU Amsterdam Research on sustainable careers & changing employer-
employee relationships Associate editor of Career Development International
Program director of Business Administration Master program Program coordinator of HRM Master program
Board member of the Netherlands Foundation for
Management Development (NFMD) Scientific board member of Knowvium Executive team member of Academy of Management
Careers Division
After this lecture, you will…… Understand the foundations of Training & Development
practices and be able to contextualize this in the current labor market situation
Have a basic understanding of how T&D is implemented across countries
Be familiar with the management paradox of employability and understand its role in contemporary T&D practices
Be familiar with some basic differences in career management across the globe
WHAT’S THE STORY OF TODAY? Challenges that HR is facing…
… you are well familiar with those by now! e.g., “war for talent”, managing diversity, ICT developments (self-service),
balancing administrative and strategic tasks
Challenges that T&D Practices are facing… From Job Design to Job Re-Design HR cannot offer lifetime job security anymore Ever more temporary workers and entrepreneurs: to invest or not? How can we train and develop employees in today’s labor market?
Series of Jobs
Quantifiable Facts
Developmental Process
Entire Lifespan
All Relevant Experiences
Perceptions
Overview of Proven Efforts
Starting from First Job
CAREERS ARE CHANGING!
WORK • Flexible • Bottom-up • Proactive • Lifelong learning
CAREER • Horizontal &
vertical • Unpredictable • Subjective • Agency
CHALLENGES • Who is
responsible? • Traditional vs.
new systems • Agency in
unpredictable times
DILEMMA: NEW “VERSUS” TRADITIONAL We talk about the traditional career as if it were extinct, but……
The economic crisis has left many employees afraid to take risks The 12,5 and 25 year anniversaries are still the absolute climax of many
employees’ careers! Many HR policies are still built on the classical principles of vertical
growth after achieving certain performance standards. In many countries the traditional career is the way of life (i.e., culture!)
We have a diversity on the labor market of traditional AND new!
Many managers and policy makers were raised with a traditional career perspective, whereas many (young) workers have new career ideals…
Many organizations are afraid to lose their high potentials and try to bind them as long as they can; commitment to organization vs. to self
Training is an organization’s planned efforts to help
employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job
Training can benefit the organization when it is linked to organizational needs and when it motivates employees
Training is important because… The nature of the modern business environment requires competent and
highly skilled employees Rapid change requires that employees continually learn new skills Growing reliance on teamwork creates a demand for the ability to solve
problems in teams, an ability that often requires formal training
REWIND TO HRM & OB 2.1
Development is the combination of formal education, job
experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers New jobs New tasks New requirements New responsibilities
Development is important because…
Protean career (Sustainable) Employability TD, MD, “war for talent” Internal flow of employees; Succession management
REWIND TO HRM & OB 2.1
REWIND TO HRM & OB 2.1
TRAINING DEVELOPMENT
FOCUS Current Future
USE OF WORK EXPERIENCES
Improving current job performance Learning for future job performance
GOAL Preparation for current job Preparation for changes
PARTICIPATION Mandatory Voluntary
IMPORTANT TERMS
Instructional Design Training effectiveness
Training transfer
(Protean) Career Continuous Learning
OCM
TRENDS IN T&D Increasing amount of highly educated people
Higher education from “elite” to “all” … which has implications for the characteristics of the workforce … which has implications for T&D in organizations … which has implications for higher education in itself…?
T&D as the stronghold of the HRM department
After pay and benefits, T&D policies and practices most common as a core HR task in organizations
Evidence-based and HR analytics Researching whether T&D actually works
e.g., emphasis on T&D (pressure for excellence, power distance) & function of T&D (individual versus organization)
e.g., emphasis on entrepeneurship, pressure to be flexible vs. stable
e.g., available budgets for T&D, sectorial emphasis on & need for T&D (knowledge work vs production)
e.g., role of HRM (administrative vs shared service); “doing” vs evaluating
COUNTRIES TYPE OF ECONOMY CHARACTERISTICS
France, Germany, Austria, Belgium
Continental European Capitalism
Job security; long-term investing = “safe” Vocational orientation; job-specific skills Low turnover, protected jobs
Finland, Sweden, Denmark
Social Democratic Co-ordinated Market Economies
VET focused on theory; lacking industry skills In-company training important tool Individuals need to take responsility for gaps
USA, UK, Ireland Market-based/LMEs (Liberal Market Economy)
A lot of variation in quality based on schools Many low-skilled job seekers; low job security Fierce competition; focus on employability
Italy, Spain, Portugal, Greence
Southern Europe Capitalism
Declining state support; external T&D needed Relatively many with low levels of education Skill gaps likely at junior and senior level
Czech Republic, Slovakia, Slovena, Estonia, Bulgaria
Transitional Countries Increasing liberalization short-term approach Dilemma of quick change vs. continuity Mismatch between T&D needs vs. provision
VET SYSTEMS ACROSS THE WORLD
REAL WORLD CHECK
ZOOM SESSION
PLEASE DISCUSS IN GROUPS 2-3:
WHAT DOES YOUR OWN EDUCATIONAL PATH IMPLY FOR FUTURE T&D INVESTMENTS?
CONCLUSIONS SO FAR T&D is a core HR practice across the board
One of the most recognizable and important HR functions But: changing employer-employee relationship significantly impacts the
role and type of T&D in organizations Increasing emphasis on individual agency
VET systems significantly impact T&D in organizations
Type and quality of VET influences type and intensity of T&D needed Ranging from only initial T&D to continuous T&D Ranging from specific to generalistic
TRENDS IN T&D Increasing amount of highly educated people
Higher education from “elite” to “all” … which has implications for the characteristics of the workforce … which has implications for T&D in organizations … which has implications for higher education in itself…?
T&D as the stronghold of the HRM department
After pay and benefits, T&D policies and practices most common as a core HR task in organizations
Dilemma of investing in employees Short-term contracts, entrepeneurs, etc. still worth it to invest?
THE ‘NEW’ CAREER
WORK • Flexible • Bottom-up • Proactive • Lifelong learning
CAREER • Horizontal &
vertical • Unpredictable • Subjective • Agency
CHALLENGES • Who is
responsible? • Traditional vs. new
systems • Agency in
unpredictable times
EMPLOYABILITY “An individual’s chance of finding a job in the internal and/or external
labor market”
DIMENSIONS OF EMPLOYABILITY Occupational Expertise Anticipation and Optimization (proactive) Personal Flexibility (reactive) Corporate Sense (cf., OCB) Balance (P-J; W-H)
PERCEIVED EMPLOYABILITY
Internal + External
EMPLOYABILITY MANAGEMENT PARADOX
RESEARCH CLEARLY SUPPORTS THE VALUE OF EMPLOYABILITY
It is positively related to individual career success (e.g., Akkermans & Tims, 2017; De Cuyper et al., 2012; De Vos et al., 2011)
It is positively related to employee well-being and resilience (e.g., Berntson et al., 2008; Akkermans et al., 2015)
It is positively related to performance and negatively related to employee turnover intentions (De Cuyper et al., 2011)
EMPLOYABILITY MANAGEMENT PARADOX
WAIT, WHAT…?! WE ARE DOING A BUSINESS ADMINISTRATION PROGRAM AND YOU’RE TELLING US IT IS ALL ABOUT TAILORING
INDIVIDUAL NEEDS? WHAT ABOUT PROFITS?
WHAT ABOUT THE ROLE OF THE ORGANIZATION?
THE MANAGEMENT PARADOX OF EMPLOYABILITY
Organizations need a flexible and diverse workforce investments are needed
But are there any trade-offs?
Won’t my employable high potentials be less dependent on my company and be more willing to leave?
EMPLOYABILITY MANAGEMENT PARADOX
YES, IT MIGHT HAPPEN! Perhaps those employable high potentials will get a better offer elsewhere Or just find out that their passions can be used more effectively elsewhere BUT…… is that a problem? “You lose some, you gain some” And the ones who stay, will be better at what they do!
WHAT DO WE KNOW SO FAR?
Research findings so far are mixed and flawed There might be trade-offs of T&D investments in employability,
yet SE theory could also explain no trade-offs at all! Ongoing study: HRM investments increase commitment commitment via internal employability; positive or no relationship via external employability (Akkermans et al.)
EMPLOYABILITY MANAGEMENT PARADOX
ZOOM SESSION:
PLEASE DISCUSS IN GROUPS 2-3:
HOW APPLICABLE DO YOU THINK THE “NEW CAREER” IS
ACROSS NATIONAL CULTURES?
“A careers expert working in the remote rural areas of South Africa showed photographs of the conditions of career protagionists …… Other children were shown walking around the countryside hunting for scraps of food …… In some areas the unemployment rate was as high as 98%
and no one in most families had had a job for generations.”
HOW WOULD THEY “PROACTIVELY SELF-MANAGE” THEIR CAREER?
WHAT WOULD THE TERM “CAREER” EVEN MEAN TO THEM?
OCM: AN INTERNATIONAL PERSPECTIVE
Education Job; Expectation of long-term JAPAN
Family businesses; Career chosen by others CHINA
Missing middle; Surplus of highly educated INDIA
Community & discretion; External powers NATIVE AMERICANS
Ethics & traditions; Those guide careers BAHRAIN
Mostly traditional; long-term employment BELGIUM
50% small family; HRM = non-existent TAIWAN
OCM: AN INTERNATIONAL PERSPECTIVE
LET’S LOOK AT HOFSTEDE’S DIMENSIONS…
DIMENSION CHARACTERISTICS
Individualism (Versus Collectivism)
Responsible For Own Behavior; Focus On Self
Low Power Distance (Versus High PD)
Traditional Norms, Practices, Values Relatively Unimportant
Low Uncertainty Avoidance (Versus High UA)
Flexibility As Norm; Stability As Problem
Masculinity (Versus Femininity)
Agency (Versus Community Women)
OCM: AN INTERNATIONAL PERSPECTIVE
LET’S LOOK AT HOFSTEDE’S DIMENSIONS…
DIMENSION CHARACTERISTICS ORIGIN
Individualism (Versus Collectivism)
Responsible For Own Behavior; Focus On Self
US & WESTERN EUROPE
Low Power Distance (Versus High PD)
Traditional Norms, Practices, Values Relatively Unimportant
US & WESTERN EUROPE
Low Uncertainty Avoidance (Versus High UA)
Flexibility As Norm; Stability As Problem
US & WESTERN EUROPE
Masculinity (Versus Femininity)
Agency (Versus Community Women)
US & WESTERN EUROPE
OCM: AN INTERNATIONAL PERSPECTIVE
LET’S LOOK AT THREE OF TROMPENAARS’ DIMENSIONS…
DIMENSION CHARACTERISTICS
Individualism (Vs. Communitarianism)
Responsible For Own Behavior; Focus On Self
Achievement (Vs. Ascription)
Opportunities And Development Based On Performance And Track Records
Inner-directed (Vs. Outer-directed)
Internal Locus Of Control; Responsible For Own Behaviors
OCM: AN INTERNATIONAL PERSPECTIVE
LET’S LOOK AT THREE OF TROMPENAARS’ DIMENSIONS…
DIMENSION CHARACTERISTICS ORIGIN
Individualism (Vs. Communitarianism)
Responsible For Own Behavior; Focus On Self
US & WESTERN EUROPE
Achievement (Vs. Ascription)
Opportunities And Development Based On Performance And Track Records
US & WESTERN EUROPE
Inner-directed (Vs. Outer-directed)
Internal Locus Of Control; Responsible For Own Behaviors
US & WESTERN EUROPE
OCM: AN INTERNATIONAL PERSPECTIVE
SO…
THE NEW CAREER PARADIGM IS TRUE!
FOR THE USA AND WESTERN EUROPE, AT LEAST! (although it is certainly spreading)
Beyond that? Depends on VET, T&D needs/focus, etc. Keyword = context
OCM: AN INTERNATIONAL PERSPECTIVE
WHAT ARE THE IMPLICATIONS OF THIS? T&D Practices need to be adapted
To the changes in jobs and careers To the changes in responsibility between individual and organization To the diversity of employees on the labor market
T&D Practices are not a “onze size fits all”
Psychological contracts, i-deals, job re-design all come down to customization of practices to tailor individual needs
New ways of working and ICT developments allow for differentiation Revision of the traditional “high potential only” strategy of T&D is needed Career management systems differ across countries
REWIND: After this lecture, you will…… Understand the foundations of Training & Development
practices and be able to contextualize this in the current labor market situation
Have a basic understanding of how T&D is implemented across countries
Be familiar with the management paradox of employability and understand its role in contemporary T&D practices
Be familiar with some basic differences in career management across the globe
MD for the Elite
Traditionally, MD was reserved for high potentials only (e.g., traineeship) Focus on seperating wheat from chaff
MD as a crucial T&D investment
Leadership increasingly important theme in organizations Striving to train & develop the best future leaders (vs. recruit them)
MD changing focus
Jobs and careers are changing; managers are also less loyal and long-term Focus more on “internal career” than “external career” But: strongly dependent on the context!
STUDY @ HOME MATERIAL
Skills type Career paths Who pays for
training?
Agents driving training National characteristics of
managers
UK Managers can maintain skills when moving jobs
Increased emphasis on post graduate education
Less emphasis on firm level careers
Weak career structures; low job security
Self-funded business education
Chartered institutions prized over low status of vocational training
Focus on generalists
Being manager = getting things done through others
Germany Tech/scientific skills prior to becoming managers
Training on specialized knowledge & skills
Theoretical principles
Low mobility between firms leads to succession planning
Long tenure; focus on in-house training
Managerial training funded by firms
High status of VET for managers
High level CEOs would have PhDs
High consensus between managers and workers
France Grandes Écoles Vocational origins and proximity to business world
Job hierarchies and seniority - cadre
Internal labor markets; low inter-firm mobility
Statute requires firms to spend at least 1.5% of wage bill on training
Grandes Écoles technocratic elite
Managers are ‘coordinators’
Being manager = identity
Comparatively weak retention and short term training plans
STUDY @ HOME MATERIAL
Skills type Career paths Who pays for
training?
Agents driving training National characteristics of
managers
Spain Traditional focus on internal training
Foreign assignments play an important role in career
T & D prevalent
Successful MBAs because of traditional weaknesses elsewhere
Few apprenticeships
Weak retention and comparatively short term training plans
Norway Emphasis on company and VET training
Strong long term commitment, though increasing mobility
Legislation around managerial autonomy, functional responsibilities
Egalitarian management & transparent communication
Denmark Mixture of firm-specific learning with formal education and VET
Strong promotion and internal labor market opportunities
Strong career structures; high manager retention
State offers affordable post graduate managerial training
Combines VET and formal MBA education
Managers willing and encouraged to take risks – supported by safety net
STUDY @ HOME MATERIAL