Post on 17-Jan-2017
Chapter 7:Training, Learning,
Talent Management, and Development
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The Need for Training and Development
• After new employees are hired, they need to learn about the organization and its routine and processes.
• There is a relationship between training and job satisfaction.
• Effective training and development are investments, not expenses.
• Effective training pays for itself through competitive advantage and increased performance.
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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Training and Development • Training
– Teaching employees the skills necessary to perform job duties
– Train employees to provide the knowledge, skills, and abilities (KSAs) they need to succeed in their work
• Employee Development – Ongoing education to improve knowledge and
skills for present and future jobs within the firm
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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When Is Training Needed?• New Employee Orientation
– Introducing new employees to organization and their jobs.
• New Job Requirements or Processes • Remediation
– Correction of a deficiency or failure in a process or procedure
• Employee Development for Advancement
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
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Exhibit 7-1: Training Process
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
6Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Needs Assessment• Needs Assessment: Analyzes the difference
between what is occurring within the job(s) and what is required based on firm’s operations and goals
• When Not Done Correctly– Training courses may be poorly designed (e.g.,
cover wrong info). – Wrong (e.g., not-yet-ready) employees may
participate. – Trainers may create programs that are unnecessary
or incomplete.
7Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Employee Readiness• Ability
– Organizations have to determine whether or not employees feel they are able to participate in the training process.
– Do they believe they can do it?– Managers must match abilities to jobs.
• Willingness– Are employees willing (motivated) to learn
what’s taught in a training program?
8Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Learning• Learning is any relatively permanent
change in behavior that occurs as a result of experience or practice.
• Trainers must understand how people learn so they can shape or change employee behavior effectively.
9Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Operant Conditioning and Reinforcement
• Skinner’s theory states that behavior is based on the consequences received from behaving in a similar way at an earlier point in time.
• If employees act in a particular way and receive a reward, they will likely repeat that behavior.
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Exhibit 7-2: Shaping Behavior
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
11Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Shaping Behavior–Methods• Positive Reinforcement: Provide a reward in
return for a constructive action• Negative Reinforcement: Withdrawal of a
harmful thing in response to a positive action• Punishment: Application of an adverse
consequence or removal of a reward to decrease an unwanted behavior.
• Extinction: Lack of response, positive or negative, to avoid reinforcing an undesirable behavior
12Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Strategies for Shaping Behavior
• Increasing Targeted Behavior: Use positive or negative reinforcement (Option A or D in Exhibit 7-2)
• Decreasing Targeted Behavior: Use punishment (in either of its forms) or extinction (B, C, or E in Exhibit 7-2)
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14Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Design and Delivery of Training
• Make Choice Based On . . .– Information being transferred– Options available to organization– Best type of training to maximize transfer
of knowledge while minimizing cost of training process
15Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
MODEL 7-1: JOB INSTRUCTIONAL TRAINING STEPS
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
16Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
On-the-Job Training and Job Instructional Training
• On-the-Job Training (OJT) – Done at work site with resources
employees use to perform job • Job Instructional Training
– Has proven record of success; is a specific type of on-the-job training used worldwide
17Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Classroom Training• Courses include content, instructional
methods, lesson plans and instructor materials.
• Materials are provided to a qualified instructor who teaches the class.
• Very good for consistently transferring general knowledge or theories about a topic to a large number of people.
• Effective when using the same equipment that is used on the job.
18Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Distance or E-Learning • Synchronous Distance Learning
– Trainees sign into a website where instructors interact with students and teach topics.
• Asynchronous Distance Learning– Trainees sign into training site and
materials are available for their studies.
19Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Assessing Training• Key Questions To Ask
– Has training achieved the shaped behavior identified through the needs assessment?
– Did the money spent return a sufficient ROI?
– Has job performance improved in a commensurate manner indicative of training dollars spent?
20Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Assessment Methods
• The Four Level Evaluation Method measures:– Reaction: How individuals respond to the training
process – Learning: Gained knowledge, new skills learned,
and changed attitudes toward person’s knowledge or skill set
– Behaviors: Trainee’s changed on-the-job behaviors
– Results: Improved individual behavioral changes affecting organizational results
21Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Talent Management and Development
• Talent Management and Development– Follow the same five steps as the training
process• Employee Development
– Deals primarily with training workers for future jobs
22Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Careers• Career: The individually perceived
sequence of attitudes and behaviors associated with work-related experiences and activities over the span of the person’s life
23Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Common Methods of Employee Development
• Formal Education: Courses and degree programs • Experience: Job-related experiences (e.g., job
rotation)• Employee Assessments: Reveal how employees
think, interact with others, and manage their actions and emotions– Psychological: Reveal style of thinking, interaction,
management, and leadership – Emotional Intelligence: Reveal how employees
identify, understand, and use emotions to promote working relationships
24Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
A Model of Career Development Consequences
• Individual employees go through a series of career stages as they progress through their work life.
• Within each of these stages, the employee has different needs that the organization must meet so the relationship between the two can remain stable.
25Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Exhibit 7-4: Career Stages and the Hierarchy of Needs
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Exhibit 7-5: Consequences of Career Planning
Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
27Lussier and Hendon, Fundamentals of Human Resource Management. © 2017, SAGE Publications.
Trends and Issues in HRM• The Gamification of Training and
Development– Gamification: the process of designing and
utilizing video and other game technology to teach the player a business concept.
• Outsourcing Employee Training and Development– Outsourcing has become the major topic
of interest to organizations of all sizes.