Welcome to the Winters 2011

Class of
Employee Training and Development
Saturday January 15,2011.
Reference Book by Raymond A Noe
Third Edition
 Introduction
TARIQ SAEED
Ex – Head of Human Resources (13 Years)
Johnson & Johnson Pakistan
16yrs + in HR & another 24+ in ops / admin
Sports, Sp Cricket
Associations -HR Forums , TRG , EFP etc
International affairs, geo politics/ strategy
Watching TV , News / updates + Music
Class Participants Introduction
 Class Participants Introduction
FIVE POINTS :
Name in full
Highest Qualification Held / Area of
Expertise
Name of Organization working with
Position in the Organization / no of years
Any unique specialty / identical interest
 Introduction to Employee
Training and Development
Chapter one
Reference Book by Raymond A Noe
Third Edition
 Introduction (1 of 3)
Training can contribute to the
competitiveness of successful companies.
We can illustrate this established fact by
giving examples of many companies.
Some of them are : Boston Pizza
International, Bowater’s Coated and
Specialty Paper Division, Ameri- credit, and
Home Depot . ( Mentioned in our Book )
Competitiveness – refers to a
company’s ability to maintain and gain
market share in an industry
 Introduction (2 of 3)
Although they are in different types of
businesses, they each have training practices
that have helped them gain a competitive
advantage in their markets

Issues affecting companies and influencing

training practices are:
– customer service
– employee retention and growth
– doing more with less
– quality and productivity
 Introduction (3 of 3)
The training practices have helped these
companies to:
– grow the business, and
– improve customer service, by
– providing employees with the knowledge and
skills they need to be successful
Human Resource Management
Refers to the policies, practices, and
systems that influence employees’:
– behavior
– attitudes
– performance

HRM practices play a key role in attracting,

motivating, rewarding, and retaining
employees
 What is training?
Training refers to a planned effort by a
company to facilitate employees’ learning
of job-related competencies ( KSAO’s)
critical for successful job performance.
The goal of training is for employees to
– master the knowledge, skill, and behaviors
emphasized in training programs, and
– apply them to their day-to-day activities
A Recent Finding -! Training is a tool to
gain Competitive Advantage
Training involves more than just basic
skills development
It’s a way to create intellectual capital:
1.Basic skills(need to perform one’s job.
2.Advanced skills( eg use of technology and
knowledge , understanding of customer or
manufacturing system )
The best use of both these skills is the
Competitive Advantage
 High-Leverage Training
Linked to strategic goals and objectives
Uses an instructional design process to
ensure that training is effective
Compares or benchmarks the company’s
training programs against training
programs in other companies
Creates working conditions that encourage
continuous learning
 Continuous Learning (1 of 2)
Continuous Learning – requires
employees to understand the entire work
system including the relationships among:
– their jobs
– their work units
– the entire company
 Continuous Learning (2 of 2)
Employees are expected to:
– acquire new skills and knowledge
– apply them on the job
– share this information with other employees

Managers take an active role:

– in identifying training needs
– helping to ensure that employees use training in
their work
 Training and Performance
Emphasis on high-leverage training has
been accompanied by a movement to link
training to performance improvement

Training is used to improve employee

performance

This leads to improved business results

Training and Performance: Today’s
Emphasis (1 of 2)
Providing educational opportunities for all
employees
An on-going process of performance
improvement that is directly measurable
– not one-time training events
The need to demonstrate the benefits of
training
– to executives, managers, and trainees
Training and Performance: Today’s
Emphasis (2 of 2)
Learning as a lifelong event
– senior management, training managers, and
employees have ownership

Training used to help attain strategic

business objectives
– helps companies gain a competitive
advantage
 Instructional System Design
(ISD)
Refers to a process for designing and
developing training programs
There is not one universally accepted ISD
model
ISD process should be:
– systematic
– flexible enough to adapt to business needs
Assumptions of ISD Approaches (1 of 2)

Training design is effective only if it helps

employees reach instructional or training
goals and objectives

Measurable learning objectives should be

identified before training
Assumptions of ISD Approaches (2 of 2)

Evaluation plays an important part in:

– planning and choosing a training method
– monitoring the training program
– suggesting changes to the training design
process
The ISD Approach

Seven steps process based on principles of

Instructional System Design ( ISD ), is
sometimes also referred to as the ADDIE
model(analysis ,design , development,
implementation and evaluation ).
in this system , the first two steps are related
to analysis ,next three steps are design
issues ,while the last two steps relate to
evaluation :

,
Seven steps process - Training
 Conduct a need analysis or assessment (TNA)
 Ensure employee readiness for training
(attitudes , motivation and basic skills)
 Create a learning environment to enable learning
 Enable transfer of training(self +peer +manager
supported)
 Develop an evaluation plan(identify learning
outcomes , chose an evaluation design + using
cost –benefit analysis
 Choosing training method(traditional face to
face +e learning using CD-ROM , Web-based)
 Monitoring and Evaluating (conduct evaluation
+make changes to improve programs )
 Training Design Process
Ensuring Employees’
Conducting Needs Readiness for Training Creating a Learning
Assessment Environment

Developing an Ensuring Transfer of

Evaluation Plan Training

Monitoring and
Select Training
Evaluating the
Method
Program
 DETERMINING TRAINING NEEDS

What deficiencies, if any, do

incumbents have in the skills, Is there What are the
knowledge, or abilities a need organization’s goals?
required to exhibit the for training?
necessary job behaviors?

What behaviors are necessary for What tasks must

each job incumbent to complete be completed to
his or her arranged tasks? achieve their goals?
 ENVIRONMENT
Unions
Economy
TRAINING NEEDS ASSESSMENTS MODEL
Laws

Training Cycle

ORGANIZATON OPERATIONS
ANALYSIS ANANLYSIS PERSON
Yes ANALYSIS
Specific
Objectives Resources Training
behavior: Training Knowledge
Allocation of Need?
Need? Skills
resources
What an Attitudes
employee
No must do in No (a) current (b) Optimal
order to level of level of
Performance Performance
perform job
Alternative effectively Alternative
solutions solutions
Yes
TrainingNe
ed?
Alternative No
solutions
 TRAINING AND DEVELOPMENT PROCESS - MODEL
ASSESSMENT TRAINING AND DEVELOPMENT EVALUATION
PHASE PHASE PHASE

Assess Develop
DevelopCriteria
Criteria
Instructional
Need
Pretest
PretestTraining
Training

Monitor
MonitorTraining
Training
Derive Select Training
Objectives Media and Learning
Principles Evaluate
EvaluateTraining
Training

Evaluate
EvaluateTransfer
Transfer
Evaluate
EvaluateTransfer
Transfer

Feedback
Feedback
Forces Influencing the Workplace
and Training: (1 of 2)

Globalization
Need for leadership
Increased value placed on knowledge
Attracting and retaining talent
Customer service and quality emphasis
Forces Influencing the Workplace
and Training: (2 of 2)
Changing demographics and diversity of
the work force
New technology
High-performance models of work systems
Economic changes
 Core Values of Total Quality
Management (TQM) (1 of 2)
Methods and processes are designed to
meet the needs of internal and external
customers
Every employee in the company receives
training in quality
Quality is designed into a product or service
so that errors are prevented from occurring,
rather than being detected and corrected
 Core Values of TQM (2 of 2)

The company promotes cooperation with

vendors, suppliers, and customers to
improve quality and hold down costs

Managers measure progress with

feedback based on data
 Categories and Point Values for the Malcolm
Baldrige National Quality Award Examination
Leadership 120 points
Measurement Analysis and Knowledge Management 90 points
Strategic Planning 85 points
Human Resource Focus 85 points
Process Management 85 points
Business Results 450 points
Customer and Market Focus 85 points
Total Points 1,000 points
Skills Needed to Manage a Diverse Work
Force: (1 of 2)

Communicating effectively with

employees from a wide variety of
backgrounds

Coaching, training and developing

employees of different ages, educational
backgrounds, ethnicities, physical abilities,
and races
Skills Needed to Manage a Diverse Work
Force: (2 of 2)
Providing performance feedback that is
free of values and stereotypes based on
gender, ethnicity, or physical handicap

Creating a work environment that allows

employees of all backgrounds to be
creative and innovative
 How Managing Cultural Diversity Can
Provide Competitive Advantage

1. Cost
argument

2. Resource-
3. Marketing
acquisition
argument
argument

5. Problem- 6. System
4. Creativity solving flexibility
argument argument argument
Use of new technology and work design needs
to be supported by specific HRM practices: (1 of
2)

Employees choose or select new employees

or team members
Employees receive formal performance
feedback and are involved in the performance
improvement process
Ongoing training is emphasized and
rewarded
Rewards and compensation are linked to
company performance
Use of new technology and work design needs
to be supported by specific HRM practices: (2 of
2)

Equipment and work processes encourage

maximum flexibility and interaction between
employees
Employees participate in planning changes
in equipment, layout, and work methods
Employees understand how their jobs
contribute to the finished product or service
 Training Investment Leaders
U.S. employers spend approximately $59
billion on formal training per year
– Approximately 1 to 2 percent of their payroll
Training Investment Leaders invest 3 to 5
percent of payroll in training
– They train almost all eligible employees
– Employees spend twice as much time training
as those in Benchmark firms
– They make a larger investment in learning
technologies.
1 - 39
Comparison of Training Investment Leaders
and Benchmark Companies (1 of 2)
Benchmark Investment
Company Leader
Percent of eligible employees being trained 78% 91%

Amount of training received per employee 24 hours 57 hours

Amount spent on training:

Percentage of payroll 2% 4%
Per employee $734 $1,647
Comparison of Training Investment Leaders
and Benchmark Companies (2 of 2)
Benchmark Investment
Company Leader
Average total spent $3.6m $11.1m

Percent of training delivered using learning 11% 22%

technology
Percent training time in classroom 77% 61%
 Who Is In Charge
Who Provides
of Training?
Training?
 Roles and Competencies of
Trainers
Roles Competencies
Analysis/Assessment Role Industry understanding; computer competence; data analysis
skill; research skill
Development Role Understanding of adult learning; skills in feedback; writing,
electronic systems, and preparing objectives

Strategic Role Career development theory; business understanding;

delegation skills; training and development theory; computer
competence
Instructor/Facilitator Role Adult learning principles; skills related to coaching, feedback,
electronic systems, and group processes

Administrator Role Computer competence; skills in selecting and identifying

facilities; cost-benefit analysis; project management; records
management
Why is employee development
important?
Employee development is a necessary
component of a company’s efforts to:
– Improve quality
– Retain key employees
– Meet the challenges of global competition and
social change
– Incorporate technological advances and changes
in work design
 Comparison Between Training and
Development
Training Development
Focus Current Future
Use of work Low High
experiences

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

 Approaches to Employee
Development
Assessment

Formal Job Experiences

Education

Interpersonal
Relationships
 Additional study on Employee,
Training & Development from
other sources :
Background Study of the Subject from Basic
HR Perspective:
Learning
Training
Development
Organizational Development
Change Management
Education
Reference study from the book:
Define the following:
Learning
Training
Development
Assignments on Employee Training
and Development:

Conduct a personal interview with a manager.

Ask him to describe the role that training plays in
his company and the processes and procedures
do they follow?
Interview the training manager of the same
company and discuss the policies and system of
training .Also ask him how training has changed
during last five years and how does he/she
believes it will change in future.