OS 352 3/13/08

I. Reminder: Exercise 3 due Thurs. after break.

II. Coaching & feedback (continued)

III. Greenwald article

IV. Training

V. Development

Training

Training: An organization’s planned efforts to help ees acquire job-related KSAs and behaviors, with the goal of applying these on the job.

Instructional Design: A process of systematically developing training to meet specified needs.

Examples of Training

Formal schoolingTeam training

New employee orientation

Safety training

Assessment centers

Job shadowing

On-the-job training

Work experience

Simulations

Sexual harassment training

Ropes courses

Extreme sports training

Why is training important?

Organizational effectiveness Training as a line function Development as ee investment

Costly HR activity Avg. 2004 ee expenditure $820 Avg. training amount in 2004:

28 hrs. / ee

Legal issues Selection of employees to attend training can

not be based upon prohibited characteristics such as race, gender, age, disability, etc.

Source: ASTD

The Training Process

Needs Assessment Phase•Organization Needs•Task Needs•Person Needs

Development and Conductof Training•Location•Presentation•Type

Evaluation

Not all ees are trained equally …

Managerial and executive development are allocated the most learning content.

Training $s per employee group were greatest for customer service employees.

Source: ASTD

Training Program Decisions1. In-house or contracted out.2. Training methods.

Delivery of information. Location. Content.

3. Trainer characteristics.4. Design of the training program should be based upon:

training needs purpose training transfer and costs v. benefits

Your Turn …Ways to Deliver Information

Training Transfer

On-the-job use of knowledge, skills, and behaviors learned in training.

What types of training have high transfer rates?

Social Support Enhances Training Transfer

Supportive behaviors on the part of managers and peers to trained ees to encourage retention and transfer of training, thereby enhancing the returns to training investments.

Your Turn … (adapted from text)

Consider your current job or a job you recently held.

What types of training did you receive for the job?

What types of training should you have received and why?

What types of social support did you receive or should you have received?

Training Evaluation Methods Basic assessment.

Example: measuring the satisfaction of training participants at the end of training.

Quasi-experimental designs – experiments in real firms using real training programs. Rigor of design is better than basic but less than a true experiment.

Example Quasi-Experimental Evaluation Design

Workers from

Plant “A”

(time 1)

TRAINING SESSION

Workers from

Plant “A”

(time 2)

Workers from

Plant “B”

(time 1)

NO TRAINING

Workers from

Plant “B”

(time 2)

Measure productivity of both groups at both time periods, and compare results.

Trends in Training

Performance “consultants” – trainers who assess business needs prior to delivering training.

Technology: about 1/3 of training is delivered using technology, primarily on-line training.

Ee Development

The combination of formal education, job experiences, relationships, and assessment of personality and abilities, to help ees prepare for the future of their careers.

Assessment

Collecting information and providing feedback to ees about their behavior, communication style, or skills. Subordinate and self appraisals Assessment centers (also a selection

method) Personality inventories

Assessment Center

Assessment process in which multiple raters evaluate ees’ performance on a number of exercises, usually as they work in a group at an off-site location.

Myers-Briggs Type Indicator (MBTI)Pros Appeals and rings true

to managers and ees Facilitates ee

understanding of self and team

Facilitates communication

Cons Low reliability, high risk

in selection contexts May lead to

stereotyping of individuals according to type

May be only indirectly related to tasks, duties at hand

Interpersonal Relationships

Mentor An experienced, productive

senior ee who helps develop a less experienced ee (protégé)

Ees with mentors are more likely to be promoted, earn higher salaries, and have more influence within their firms.

Coach A peer or manager who

works with an ee to motivate the ee, help ee develop skills, and provide reinforcement and feedback

Little research evidence on effectiveness of coaching for ee development Coach qualifications Personal attention