PART THREE PART THREE

Development

Chapters 8-10

Chapter 8Chapter 8

Workplace Training

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All

rights reserved.

Questions This Chapter Will Help Managers AnswerQuestions This Chapter Will Help Managers Answer

Why should firms expect to expand their training outlays and their menu of choices for employees at all levels?

What kind of evidence is necessary to justify investments in training programs?

What are the key issues that should be addressed in the design, conduct, and evaluation of training programs?

Why should we invest time and money on new employee orientation? Is there a payoff?

How should new-employee orientation be managed for maximum positive impact?

What is Training?What is Training?

Training consists of planned programs designed to improve performance at the individual, group, and/or organizational levels

Major Challenges Facing U.S. BusinessesMajor Challenges Facing U.S. Businesses

HypercompetitionA power shift to the customerCollaboration across organizational and geographic

boundariesThe need to maintain high levels of talentChanges in the workforceChanges in technologyTeams

Structural Issues in the Delivery of TrainingStructural Issues in the Delivery of Training

1. Corporate commitment is lacking and uneven

2. Aggregate expenditures by business on training are inadequate

3. Businesses complain that schools award degrees, but they are no guarantee that graduates have mastered skills

4. Poaching trained workers is a major problem for U.S. businesses, and provides a strong disincentive for training

Structural IssuesStructural Issues (contd.)(contd.)

5. Despite the rhetoric about training being viewed as an investment, current accounting rules require that it be treated as an expense

6. Govt. is not providing enough funds for retraining to help workers displaced as a result of downsizing

7. Businesses, with help from the govt., need to focus on the 70 percent of non-college graduates who enter the U.S. workforce

8. Employers and schools must develop closer ties

9. Organized labor can help

The Training ParadoxThe Training Paradox

Increasing an individual’s employability outside the company simultaneously increases his or her job security and desire to stay with the current employer

Figure 8-1Figure 8-1 A General Systems Model of the Training A General Systems Model of the Training and Development Processand Development Process

Assess Instructional

Need

Assess Instructional

Need

DeriveObjectives

DeriveObjectives

Select TrainingMedia and Learning

Principles

Select TrainingMedia and Learning

Principles

Evaluate TransferEvaluate Transfer

Develop CriteriaDevelop Criteria

Pretest TraineesPretest Trainees

Monitor TrainingMonitor Training

Evaluate TrainingEvaluate Training

Evaluate TransferEvaluate Transfer

FeedbackFeedback

Assessing Training NeedsAssessing Training NeedsFour Levels of AnalysisFour Levels of Analysis

Organizational Analysis

Demographic Analysis

Operations Analysis

Individual Analysis

Individual Development Plans (IDPs)Individual Development Plans (IDPs) includeinclude

1.Statement of aims2.Definitions3. Ideas about priorities

Skill LearningSkill LearningEssential IngredientsEssential Ingredients

1.Goal setting

2.Behavior modeling

3.Practice

4.Feedback

Learning FactsLearning FactsEssential IngredientsEssential Ingredients

1.Goal setting

2.Meaningful of material

3.Practice

4.Feedback

Goal TheoryGoal Theory

… is founded on the premise that an individual’s conscious goals or intentions regulate her or his behavior

The Pygmalion EffectThe Pygmalion Effect

Expectations have a way of becoming self-fulfilling prophecies, so that the higher the expectations (of trainers), the better the trainees perform. Conversely, the lower the expectations, the worse the trainees perform. This phenomenon of the self-fulfilling prophecy is known as the Pygmalion effect

Aspects of PracticeAspects of Practice

Active practice Over-learning Length of the practice session

Length of the Practice SessionLength of the Practice SessionThe Two ExtremesThe Two Extremes

Distributed Practice(implies rest intervals between sessions)

Massed Practice(where practice sessions are crowded together)

TeamTeam

A group of individuals who are working together toward a common goal

Steps in Team TrainingSteps in Team Training

1. Conduct a team-training needs analysis2. Develop training objectives that address both task-work

and teamwork skills3. Design exercises and training events based on the

objectives from Step 24. Design measures of team effectiveness based on the

objectives set up at Step 2, evaluate the effectiveness of the team training, and use this information to guide future training

Training MethodsTraining Methods

Information Presentation Techniques Lectures, conferences, CDs, organizational development

Simulation Methods Case method, role playing, the in-basket technique

On-the-Job Training Methods Orientation training, apprenticeships, job rotation

Assessing the Utility or Value of TrainingAssessing the Utility or Value of TrainingQuestions to AskQuestions to Ask

Have trainees achieved a specific level of skill, knowledge, or performance?

Did change occur?Is the change due to training?Is the change positively related to the achievement of

organizational goals?Will similar changes occur with new participants in the

same training program?

New Employee OrientationNew Employee Orientation

Orientation is familiarization with and adaptation to a situation or an environment

Typical Problems facing New EmployeesTypical Problems facing New Employees

Problems in entering a group Be acceptable to other group members? Be liked? Be safe?

Naïve expectations First-job environment

Key Terms Discussed in the ChapterKey Terms Discussed in the Chapter

Training Social challenge High-performance work systems

challenge Quality challenge Interpersonal challenge Global challenge Training paradox Assessment phase Training and development phase Evaluation phase

Preemployment training programs

Operations analysis Individual analysis Goal theory Pygmalion effect Behavior modeling Meaningful material Overlearning Distributed practice Massed practice

Key TermsKey Terms (contd.)(contd.)

Feedback Transfer of training Action learning Team Organizational development Internal criteria External criteria Orientation Socialization Paul principle