CHAPTER 9: TRAINING AND DEVELOPMENT

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Training & Development Training & Development

Training & development Training & development
Represents ongoing investment in Represents ongoing investment in employees & realizes employees are employees & realizes employees are assets assets

Rapid technological changes cause skill Rapid technological changes cause skill obsolescence obsolescence Redesign of work brings need for new skills Redesign of work brings need for new skills Mergers & acquisitions have increased Mergers & acquisitions have increased need for integrating employees into need for integrating employees into different cultures different cultures Employees are moving between employers Employees are moving between employers Copyright 2005 South-Western. All rights reserved. 12 more often, necessitating training more often, necessitating training

Importance of training & development Importance of training & development

Benefits of Training & Development Benefits of Training & Development

Individual employee Individual employee
Increased employee marketability Increased employee marketability Increased employee employability security Increased employee employability security Improved bottom line, efficiency & Improved bottom line, efficiency & profitability profitability Increased flexibility in employees who can Increased flexibility in employees who can assume different & varied responsibilities assume different & varied responsibilities Reduced layers of management Reduced layers of management Makes employees more accountable for Makes employees more accountable for results results
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Organization Organization

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Strategizing Training Strategizing Training

Exhibit 9-1 Exhibit 9-1

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Levels of Needs Assessment Levels of Needs Assessment

Exhibit 9-2 Exhibit 9-2

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Setting Training Objectives Setting Training Objectives

Align/match identified training needs with training Align/match identified training needs with training objectives objectives Define objectives in specific, measurable terms Define objectives in specific, measurable terms
Desired employee behaviors Desired employee behaviors Results expected to follow from such Results expected to follow from such behaviors behaviors

One source of information for setting objectives One source of information for setting objectives

Performance deficiency data contained in Performance deficiency data contained in performance management system performance management system

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Design & Delivery Design & Delivery

Critical training design issues Critical training design issues

Interference from & difficulty of Interference from & difficulty of overcoming prior training, overcoming prior training, learning, habits learning, habits Transfer of newly learned skills Transfer of newly learned skills back to job back to job

Choice of training environment Choice of training environment approximating or simulating actual working approximating or simulating actual working conditions conditions
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Organizational environment Organizational environment

Computer-Based Instruction Computer-Based Instruction

Self-paced Self-paced Adaptive to Adaptive to different needs different needs Can be Can be customized customized Easy to deliver Easy to deliver Usually less Usually less expensive to expensive to administer administer Can be conducted Can be conducted when convenient when convenient Copyright 2005 South-Western. All rights reserved. for employee for employee

Benefits Benefits

Drawbacks Drawbacks

Learners must be Learners must be self-motivated self-motivated Cost of producing Cost of producing online, interactive online, interactive materials materials Lack of Lack of interaction with interaction with others may work others may work against needs & against needs & preferred learning preferred learning styles styles
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Evaluation Evaluation Integral part of overall training program Integral part of overall training program Provides feedback on effectiveness of Provides feedback on effectiveness of training program training program Evaluation criteria should be established in Evaluation criteria should be established in tandem with & parallel to training tandem with & parallel to training objectives objectives

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Four Levels of Training Evaluation Four Levels of Training Evaluation

Exhibit 9-3 Exhibit 9-3

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Link Between Training & Performance Link Between Training & Performance Management & Compensation Management & Compensation

Exhibit 9-4 Exhibit 9-4

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Types of International Work Reported by Types of International Work Reported by Federal Executives Federal Executives
Collaborating with other agencies/organizations on Collaborating with other agencies/organizations on international projects (37%) international projects (37%) Travel abroad (37%) Travel abroad (37%) Managing programs that provide good/services to other Managing programs that provide good/services to other nations (20%) nations (20%) International negotiations (16%) International negotiations (16%) International policy development (14%) International policy development (14%) Managing programs that receive/inspect people, goods, & Managing programs that receive/inspect people, goods, & services from other nations (10%) services from other nations (10%) Supervising government workers/contractors abroad (8%) Supervising government workers/contractors abroad (8%) Living abroad (3%) Living abroad (3%)
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Reading 9.1 Reading 9.1

Interculturally Effective Person Interculturally Effective Person

Adaptation skills Adaptation skills Attitude of modesty & respect Attitude of modesty & respect Understanding of concept of culture Understanding of concept of culture Knowledge of host country & culture Knowledge of host country & culture Relationship-building skills Relationship-building skills Self-knowledge Self-knowledge Intercultural communication Intercultural communication Organizational skills Organizational skills Personal & professional commitment Personal & professional commitment
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Reading 9.1 Reading 9.1

Development System for Global Leaders Development System for Global Leaders
Seven Recommendations Seven Recommendations

1. Build business case for global leadership 1. Build business case for global leadership competence competence 2. Build support for developing global leaders 2. Build support for developing global leaders among government agencies & in broader society among government agencies & in broader society 3. Develop model of global leadership competence 3. Develop model of global leadership competence
Broad-based leadership knowledge Broad-based leadership knowledge Generic leadership skills Generic leadership skills Agency-, sector-, or country-specific Agency-, sector-, or country-specific knowledge & skills knowledge & skills

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Development System for Global Leaders Development System for Global Leaders
Seven Recommendations Seven Recommendations

4. Integrate global competencies into leadership 4. Integrate global competencies into leadership selection & development programs selection & development programs 5. Strengthen interagency & public/private 5. Strengthen interagency & public/private partnerships to provide for global leadership partnerships to provide for global leadership development development 6. Create certification programs for developing 6. Create certification programs for developing global leaders in government global leaders in government 7. Develop center of excellence 7. Develop center of excellence

Gathers, offers, & spreads best programs, Gathers, offers, & spreads best programs, tools, & resources tools, & resources
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Training & Development Framework: Best Training & Development Framework: Best Practices Elements Practices Elements Plan Plan
Strategic role of Strategic role of T&D T&D T&D value & T&D value & administrative administrative policies policies Establishing T&D Establishing T&D needs needs Building transfer Building transfer into T&D into T&D

Reading 9.2 Reading 9.2

Do Do

Contents of T&D Contents of T&D T&D methods & T&D methods & approaches approaches T&D evaluation T&D evaluation strategy strategy Sustaining & Sustaining & advancing T&D advancing T&D
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Check Check Act Act

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Tying T&D to Strategic Business Plans Tying T&D to Strategic Business Plans

Reading 9.2 Reading 9.2

Intimate & structured linkage between Intimate & structured linkage between strategic mission and goals of T&D strategic mission and goals of T&D program program T&D goals & processes reviewed & T&D goals & processes reviewed & updated annually around changing strategic updated annually around changing strategic needs needs T&D executives integrated into strategic T&D executives integrated into strategic planning process planning process
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Policies & Values to Support T&D Systems Policies & Values to Support T&D Systems

Reading 9.2 Reading 9.2

Structural Structural Policies Policies

E.g. linkages between organizations E.g. linkages between organizations planning process & T&D operation planning process & T&D operation Formal means of communicating T&D Formal means of communicating T&D expectations expectations Informal & decentralized means of Informal & decentralized means of pushing managers to develop pushing managers to develop appropriate attitudes appropriate attitudes
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Value Statements Value Statements

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Linking Business Strategy with T&D Linking Business Strategy with T&D Establishment of T&D needs driven most Establishment of T&D needs driven most often by mission & strategy often by mission & strategy Build transfer into T&D Build transfer into T&D
Overlap T&D & job contexts Overlap T&D & job contexts Integrate T&D & other elements of Integrate T&D & other elements of HR management system HR management system Integrate management into T&D Integrate management into T&D process process

Reading 9.2 Reading 9.2

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Determining Content of T&D Determining Content of T&D Derive content from Derive content from
Strategic objectives Strategic objectives Culture & values Culture & values Present & predicted competency & Present & predicted competency & skill needs skill needs

Reading 9.2 Reading 9.2

Most commonly addressed T&D area is Most commonly addressed T&D area is leadership training leadership training

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Choosing the Best T&D Method Choosing the Best T&D Method Choice of delivery method depends on: Choice of delivery method depends on:
Organizational culture & values Organizational culture & values T&D objective & content T&D objective & content Profiles of trainees & trainers Profiles of trainees & trainers Financial & technological resource Financial & technological resource availability availability Time Time Location Location Political constraints Political constraints
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Reading 9.2 Reading 9.2

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Choosing the Best T&D Method Choosing the Best T&D Method Developments occurring with regard to Developments occurring with regard to delivery methods delivery methods
Shift toward on-the-job training Shift toward on-the-job training Increased efficiency Increased efficiency Exploitation of technology to aid Exploitation of technology to aid learning learning Increased emphasis on teams Increased emphasis on teams Focus on mentoring Focus on mentoring

Reading 9.2 Reading 9.2

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Evaluating Value Added by T&D Evaluating Value Added by T&D Fewer than 20% of organizations conducted Fewer than 20% of organizations conducted return on T&D investment studies return on T&D investment studies Two primary activities for assessing T&D Two primary activities for assessing T&D effectiveness effectiveness
Gauging on-site participant reactions Gauging on-site participant reactions to T&D to T&D Measuring learning by means of Measuring learning by means of behavioral exercises during T&D behavioral exercises during T&D

Reading 9.2 Reading 9.2

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Sustaining & Enhancing Role of T&D Sustaining & Enhancing Role of T&D T&D is central to goals T&D is central to goals
Only 15% expressed willingness to Only 15% expressed willingness to cut T&D during tough times cut T&D during tough times

Reading 9.2 Reading 9.2

Visible presence of T&D at central Visible presence of T&D at central organizational level organizational level Sustained & deepening investment required Sustained & deepening investment required

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Training Content Decision-Making Training Content Decision-Making Equation Equation

Reading 3 Reading 3

UC = PC - C UC = PC - C

UC = usable content UC = usable content PC = potential content PC = potential content C = constraints C = constraints

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Adult Learning Theory & Workplace Training Adult Learning Theory & Workplace Training
Employees learn best when understand training Employees learn best when understand training program objectives program objectives

Reading 9.3 Reading 9.3

What employee is expected to do What employee is expected to do (performance) (performance) Quality or level of acceptable performance Quality or level of acceptable performance (criterion) (criterion) Conditions under which trainee expected to Conditions under which trainee expected to perform desired outcome (conditions) perform desired outcome (conditions)

Learn better when training linked to current job Learn better when training linked to current job Learn best when have opportunity to practice Learn best when have opportunity to practice
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Adult Learning Theory & Workplace Training Adult Learning Theory & Workplace Training
Employees need effective feedback Employees need effective feedback
Focused on specific behaviors Focused on specific behaviors Provided as soon as possible Provided as soon as possible Models desired behaviors or skills need to Models desired behaviors or skills need to be clearly specified be clearly specified Model should have characteristics (such as Model should have characteristics (such as age or position) similar to target audience age or position) similar to target audience

Reading 9.3 Reading 9.3

Employees learn by observing & imitating Employees learn by observing & imitating

Employees need training program to be properly Employees need training program to be properly coordinated & arranged coordinated & arranged
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