HRM10eChap09 - Training Human Resources

Human Resource Management
TENTH EDITON
SECTION 3
Training and Developing Human Resources
Robert L. Mathis John H. Jackson
Chapter 9
Training Human Resources
2003 Southwestern College Publishing. All rights reserved.
PowerPoint Presentation by Charlie Cook
Learning Objectives
After you have read this chapter, you should be able to:
Define training and discuss why a strategic approach is important. Discuss the four phases of the training process. Identify three types of analyses used to determine training needs. Describe internal, external, and e-learning as training delivery approaches. Give an example for each of the four levels of training evaluation.
92
The Nature of Training
Training
A process whereby people acquire capabilities to aid in the achievement of organizational goals. Employers spend $60 billion on training annually.
The Context of Training

Organization Competitiveness and Training
Training make organizations more competitive Training helps retain valuable employees Training is no longer the first casualty of a business downturn.
93
The Context of Training
Organization Competitiveness and Training

Training makes organizations more competitive Training helps retain valuable employees Training is no longer the first casualty of a business downturn.
Training as a Revenue Source

Marketing training with or alongside products can contribute significantly to a firms revenues.
94
The Context of Training (contd)
Integration of Job Performance, Training, and Learning

Training is moving closer to the job to achieve real time learning. Training is using more real-world problems to increase employee learning.
95
Performance Consulting
Figure 91
2002 Southwestern College Publishing. All rights reserved. 96
Typical Division of HR Responsibilities: Training
Figure 92
Linking Business and Training Strategies
Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III. 2002 Southwestern College Publishing. All rights reserved.
Figure 93
98
Basic Business Strategy Concepts
Low-cost leader
Attempting to increase market share by focusing on the low cost of the firms products or services, compared to competitors.
Differentiation
Trying to make the firms products or services competitively different from others in the industry in terms of quality, service, technology, or perceived distinctiveness.
99
Training Process
Figure 94
Sources of Training Needs Assessment
Figure 95
Establishing Training Objectives
Gap Analysis
The distance between where an organization is with its employee capabilities and where it needs to be.
Types of Training Objectives

Knowledge: Impart cognitive information and details to trainees. Skill: Develop behavior changes in how job and tasks are performed. Attitude: Create interest and awareness of the training importance.
912
Elements of Training Design
Figure 96
Learning: The Focus of Training
Learner Readiness
Ability to learn
Learners must possess basic skills (3Rs)
Motivation to learn
Learners must desire and value training
Self-efficacy
Learners must believe that they can successfully learn the training content
914
Learning Styles Adult Learning Principles

Have need to know why they are learning something. Have need to be self-directed. Bring more work-related experiences into the process. Employ a problem-solving approach in the experience.
Are motivated by both extrinsic and intrinsic factors.
915
Learning Practices
Active Practice
The performance of job-related tasks and duties by trainees during training
Spaced Practice
Several practice sessions spaced over a period of hours or days
Massed practice
Performance of all the practice at once.
916
Learning: Behaviors
Behavior Modeling
Copying someone elses behavior by observing how another person deals with a problem.
Reinforcement
Law of effect states that people tend to repeat behaviors that are rewarded and avoid behaviors that are punished.
Immediate Confirmation
Reinforcement and feedback are most effective when given as soon as possible after training.
917
Learning: Types of Training
Required and Regular Training
Job/Technical Training
Types of Training
Developmental and Innovative Training Interpersonal and Problem-Solving Training
918
Course Types and Training Expenditures
Source: Mark E. Van Buren, ASTD State of the Industry Report, 2001 (Alexandria, VA: ASTD, 2001), 13. Used with permission. 2002 Southwestern College Publishing. All rights reserved.
Figure 97
919
Orientation: Training for New Employees

Achievements of Effective Orientation
Favorable Impression
Provides Information
Co-Worker Acceptance
Socialization and Integration
Performance and Productivity
920
Effective New Employee Orientation

Prepare New Employee
Consider buddy mentors

Use an orientation checklist
Cover needed information

Present information effectively Avoid information overload Evaluation and follow-up
921
Training Delivery: Considerations

Nature of training Subject matter Number of trainees Individual vs. team Self-paced vs. guided Training resources Costs Geographic locations Time allotted Completion timeline
922
Internal Training
Informal Training
Training that occurs through interactions and feedback among employees.
On-the-Job Training (OJT)

Problems with OJT
Poorly-qualified or indifferent trainers Disruption of regular work Bad or incorrect habits are passed on
923
Stages of On-the-Job Training
Figure 98
External Training
Reasons for External Training

May be less expensive to outsource training Insufficient time to develop training Lack of expertise Advantages of interacting with outsiders
E-Learning: Training Online
925
External Training: E-Learning
E-Learning: Training Online

The using the Internet or an organizational intranet to conduct training online.
Criteria for adopting e-learning:

Sufficient top management support and funding Accepting the idea of decentralized and individualized training Current training methods not meeting needs Computer literacy and access to computers Time and travel cost concerns for trainees The number and self-motivation of trainees
926
Developing E-Learning
Figure 99
Advantages and Disadvantages of E-Learning
Source: Developed by Lisa A. Burke. May not be reproduced without permission. 2002 Southwestern College Publishing. All rights reserved.
Figure 910
928
Training Methods
Cooperative Training
Distance Training/Learning
Training Methods
Instructor-Led Classroom and Conference Training
Technology and Training

Levels of Training Evaluation
Figure 911
Balancing Costs and Benefits of Training
Figure 912
Training Evaluation (contd)
Cost-Benefit Analyses
Comparison of costs and benefits associated with training
Return on Investment Benchmarking Training
932
Evaluation Designs
Post-Measure
Pre-/PostMeasure Pre-/PostMeasure with Control Group
Evaluation Design
933

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Human Resource Management

Robert L. Mathis John H. Jackson

Training Human Resources

2003 Southwestern College Publishing. All rights reserved.

PowerPoint Presentation by Charlie Cook

2002 Southwestern College Publishing. All rights reserved.

The Nature of Training

The Context of Training

2002 Southwestern College Publishing. All rights reserved.

The Context of Training

Organization Competitiveness and Training

Training as a Revenue Source

2002 Southwestern College Publishing. All rights reserved.

The Context of Training (contd)

Integration of Job Performance, Training, and Learning

2002 Southwestern College Publishing. All rights reserved.

Typical Division of HR Responsibilities: Training

Linking Business and Training Strategies

Basic Business Strategy Concepts

2002 Southwestern College Publishing. All rights reserved.

Sources of Training Needs Assessment

Establishing Training Objectives

Types of Training Objectives

2002 Southwestern College Publishing. All rights reserved.

Elements of Training Design

Learning: The Focus of Training

2002 Southwestern College Publishing. All rights reserved.

Learning Styles Adult Learning Principles

Are motivated by both extrinsic and intrinsic factors.

2002 Southwestern College Publishing. All rights reserved.

2002 Southwestern College Publishing. All rights reserved.

2002 Southwestern College Publishing. All rights reserved.

Learning: Types of Training

Required and Regular Training

2002 Southwestern College Publishing. All rights reserved.

Course Types and Training Expenditures

Orientation: Training for New Employees

Socialization and Integration

Performance and Productivity

2002 Southwestern College Publishing. All rights reserved.

Effective New Employee Orientation

Consider buddy mentors

Cover needed information

2002 Southwestern College Publishing. All rights reserved.

Training Delivery: Considerations

2002 Southwestern College Publishing. All rights reserved.

On-the-Job Training (OJT)

2002 Southwestern College Publishing. All rights reserved.

Stages of On-the-Job Training

Reasons for External Training

E-Learning: Training Online

2002 Southwestern College Publishing. All rights reserved.

External Training: E-Learning

E-Learning: Training Online

Criteria for adopting e-learning:

2002 Southwestern College Publishing. All rights reserved.

Advantages and Disadvantages of E-Learning

Instructor-Led Classroom and Conference Training

Technology and Training

Levels of Training Evaluation

Balancing Costs and Benefits of Training

Training Evaluation (contd)

Return on Investment Benchmarking Training