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BBA 229 Training and Development

By

Ms S. Chan

Department of Business Administrationcharmaine@chuhai.edu.hk

http://home.chuhai.hk/~charmaine/

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Recommended textbooks:

1) Effective Training: Strategies, Systems and Practices,

2nd Edition, Pearson, by P. Nick Blanchard and James W. Thacker2) Employee Training and Development 4th edition by Raymond A.NOE, McGraw Hill

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What is Training?What is Training?

• Training – a planned effort by a company to facilitate employees’ learning of job-related competencies– Competencies – knowledge, skills or behavior

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

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High-Leverage Training 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

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Continuous Learning (1 of 2)Continuous Learning (1 of 2)

• Requires employees to understand the entire work system including the relationships among:– their jobs– their work units– the entire company

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Continuous Learning (2 of 2) 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

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Training and Performance 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

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Training and Performance: Today’s Emphasis (1 of 2)

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

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Training and Performance: Today’s Emphasis (2 of 2)

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

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Training Goals and Roles

Training is a learning opportunity which:

-provides employees with knowledge and skills to perform more effectively

-allows employees to meet current job requirements or prepare them to meet fast changing environment in future

-effectiveness of training depend on factors such as design and implementation of training, motivation and learning style of trainees learning climate in company.

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Training as an Open System

Training is part of an integrated system which performance is measured against criteria that tied to strategic business objectives

Open System:

-A business must interact with its environment . Open systems have a dynamic relationship with environment. Closed systems do.

-systems depends on environment for the input that keeps the systems active. Input then transformed into outputs by system processes. Output then flows into environment and might influence future inputs into the system.

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General Open Systems Model

OPEN SYSTEM

INPUT PROCESS OUTPUT

Systems External Environment

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Training as a Subsystem within the Organizational System

TRAINING SUBSYSTEM

Organizational Needs Analysis KnowledgeEmployee Needs Design SkillsBudget Development AttitudesEquipment Implementation MotivationStaff Evaluation Job Performance

INPUT PROCESS OUTPUT

TRAINING’S ORGANIZATIONAL ENVIRONMENT

Mission Strategy Structure Policies ProceduresFinances Resources People Products Technology

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OutcomeEvaluationData

ProcessEvaluation

Data

Development Phase Input Process Output

Implementation Phase Input Process Output

Evaluation Phase Input Process Output

Triggering Event

Needs Analysis Phase Input Process Output

Design Phase Input Process Output

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Training Design Process Training Design Process

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Training Process Model

1. Analysis Phase

-identify training needs, which create performance gap (actual<expected performance)

-inadequate KSAs of employees, motivations or equipments

-identify the importance of different needs

2. Design Phase

-design training objectives that provide specific direction for what will be trained and how. Also include training outcomes to be achieved, and factors that needed in training program to facilitate learning and work.

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Training Process Model

3. Development Phase-process of formulating an instructional strategy to meet training objectives.

Instructional strategy includes: order, timing, combination of methods and elements used in training programme.

4. Implementation phase

-Implementation of the training programme

5. Evaluation Phase

-process evaluation determines how well a particular process achieved its objectives. Outcome evaluation determines the effects of training on trainees, job or organization

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Training programme can be delivered by:

1) Internal in-house professionals

-Suitable for large organizations, needs of training is stable-Part of HR function-Adv: control of training content, consistent delivery across the organization, tailored to company’s needs.

2) Outsource-employs training agents outside the company-Function of HR is to select appropriate training suppliers (consultants, training firms, professionals seminars) -suitable for organization where training needs vary dramatically over short period of times-Adv: Flexible, reduced costs

3)Mixed strategy

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Traditionally, organizational psychologist use KSAs to stand for different types of learning outcomes:

-Knowledge -Skill – general capacities to perform a set of task developed as a result of training and experience -Ability

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Now “Attitudes” is more frequently used to replace ‘ability” because ability has redundant meaning of skills and knowledge :

Current interpretation of KSA:-Knowledge –cognitive in nature-Skill – general capacities to perform a set of task developed as a result of training and experience -Attitudinal learning: Affect/Feeling

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Classification of Learning Outcome

Skill-Based LearningCompilationAutomaticity

Cognitive KnowledgeDeclarative KnowledgeProcedural KnowledgeStrategic Knowledge

Attitudinal LearningAffect/Feelings

Learning

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

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

• Globalization

– offshoring

• Need for leadership

• Increased value placed on intangible assets and

human capital focus on link to business strategy

• Attracting and retaining talent

• Customer service and quality emphasis

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Forces Influencing the Workplace and Training:

(2 of 2) 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

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Focus on Link to Business StrategyFocus on Link to Business Strategy

• Design and development of learning activities that helps companies:– successfully implement strategy– reach business goals

• Leadership and management development training programs:– classroom instruction– e-learning