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Chapter
1
Introduction: Training for
Competitive Advantage

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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What is training?
 Training refers to a planned effort by a
company to facilitate employees’ learning
of job-related competencies.
 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

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Training Design Process

Ensuring
Conducting Employees’ Creating a
Needs Readiness Learning
Assessment for Training Environment

Developing Ensuring
an Transfer of
Evaluation Training
Plan

Monitor and
Select
Evaluate the
Training
Program
Method

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Assumptions of Training Design Approaches

 Training design is effective only if it helps
employees reach instructional or training goals
and objectives.
 Measurable learning objectives should be

identified before training.

 Evaluation plays an important part in planning and

choosing a training method, monitoring the

training program, and suggesting changes to the
training design process.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Forces Influencing the Workplace

and Training
 Globalization
 Need for leadership

 Increased value placed on knowledge

 Attracting and winning talent

 Quality emphasis

 Changing demographics and diversity of the work

force
 New technology

 High-performance model of work systems

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Skills needed to manage a diverse work-

force include:
 Communicating effectively with employees from
a wide variety of backgrounds.
 Coaching and developing employees of different
ages, educational backgrounds, ethnicities,
physical abilities, and races.
 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 innovative.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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How Managing Cultural Diversity Can

Provide Competitive Advantage
1. Cost argument As organizations become more diverse, the cost of a
poor job in integrating workers will increase.
Those who handle this well will thus create cost
advantages over those who don’t.
2. Resource-acquisition Companies develop reputations on favorability as
argument prospective employers for women and minorities.
Those with the best reputations for managing
diversity will be the most attractive employers for
women and minority groups.
An important edge in a tight labor market.
3. Marketing argument The insight and cultural sensitivity that members
with roots in other countries bring to the marketing
effort should improve these efforts in important
ways.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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How Managing Cultural Diversity Can

Provide Competitive Advantage (continued)
4. Creativity argument Diversity of perspectives and less emphasis on
conformity to norms of the past should improve the
level of creativity.

5. Problem-solving Heterogeneity in decisions and problem-solving

argument groups potentially produces better decisions through
a wider range of perspectives and more through
critical analysis of issues.

6. System flexibility An implication of the multicultural model for

argument managing diversity is that the system will become
less determinant, less standardized, and therefore
more fluid.
The increased fluidity should create greater
flexibility to react to environmental changes (i.e.,
reactions should be faster and cost less).
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Use of new technology and work design needs to

be supported by specific HRM practices:
 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.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
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Use of new technology and work design needs to

be supported by specific HRM practices: (continued)
 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.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Roles and Competencies of Trainers

Roles Competencies
Analysis/Assessmen Industry understanding; computer
t Role competence; data analysis skill;
Development Role research skill of adult learning; skills in
Understanding
feedback; writing, electronic systems,
and preparing objectives
Strategic Role Career development theory; business
understanding; delegation skills; training
and development theory; computer
Instructor/Facilitato competence
Adult learning principles; skills related to
r Role coaching, feedback, electronic systems,
and group processes
Administrator Role Computer competence; skills in
selecting and identifying facilities; cost-
benefit analysis; project management;
records management
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.