TRAINING AND

DEVELOPMENT
 Chapter Objectives
• Define training and development (T&D)
• Explain the relationship that exists
between organization change and
training and development
• Explain factors influencing T&D
• Describe the T&D process and how
training needs are determined and
objectives established
• Identify the various T&D methods
• Describe management development
 Chapter Objectives
(Continued)
• Identify special training needs
• Identify the means by which T&D
programs are implemented and
evaluated
• Describe training partnerships that exist
between business, government and
education
• Define orientation and its purpose
• Define organizational development (OD)
and describe various OD techniques
 Training and Development:
Definitions
• Training and Development (T&D) -
Heart of a continuous effort designed to
improve employee competency and
organizational performance
• Training - Designed to provide learners
with the knowledge and skills needed for
their present jobs
• Development - Involves learning that
goes beyond today's job
 Changes Affecting Training
and Development
• Changes in organizational structure
• Changes in technology
• Need for more highly skilled workers
• Changes in employee educational level
• Changes in workforce
• Increased emphasis on learning
organizations
Changes in Organizational
Structure
• Mergers
• Acquisitions
• Rapid growth
• Downsizing
• Outsourcing
 Changes in
Educational Level of
Employees
• Some more highly
educated
• Others need
remedial training
 Factors Influencing
Training and
Development
• Top management support
• Commitment from specialists and
generalists
• Technological advances
• Organizational complexity
• Learning principles
• Other human resource functions
 The Training and
Development Process
• Determine T&D needs
• Establish specific objectives
• Select T&D method(s)
• Implement T&D programs
• Evaluate T&D programs
Critical Needs that Training
Addresses
• Guide individual
employees in planning
and managing their
careers
• Help managers coach and
mentor employees
• Help managers and
employees deal with
change
 Determining Training
and Development Needs

• Organizational
Analysis
• Task Analysis
• Person Analysis
Establishing Training
and Development
Objectives
• Desired end results
• Clear and concise objectives
must be formulated
 Training and Development
Methods
• Coaching and • Internships
mentoring • Role Playing
• Business Games • Job Rotation
• Case Study • Computer-based
• Videotapes Training
• In-basket • Distance Learning
Training and
Videoconferencing
 Training and Development
Methods (Continued)
• Web-based Training: • Simulators
The Internet, • Vestibule
Intranets and Just-in- Training
Time Training • Corporate
• Classroom Programs Universities
• On-the-Job Training • Community
• Apprenticeship Colleges
Training
 Coaching and Mentoring
• Emphasizes learning on one-to-one
basis
• Coaching often considered responsibility
of immediate boss who has greater
experience/expertise and is in position
to offer advice
• Mentor may be located elsewhere in
organization or in another firm
• Relationship may be formal or informal
Business Games
• Simulations represent
actual business
situations
• Try to duplicate
selected factors in
particular situation
• Participants see how
decisions affect other
groups
Case Study
• Trainees solve
simulated business
problems
• Individuals study
information in case
and make decisions
• Used in classroom
with instructor who
serves as facilitator
 Videotapes
• Especially appealing to small
businesses
• Behavior modeling utilizes
videotapes to illustrate effective
interpersonal skills and how
managers function in various
situations
• Used to train supervisors
In-Basket Training
• Participants given messages
that would typically be sent
to manager
• Messages call for actions
ranging form urgent to
routine
• Participant acts on message
• Used in assessment centers
 Internships
• Effective training method
• Excellent means of viewing
potential permanent employee
at work
• Students are enabled to
integrate theory with practice
 Role Playing
• Respond to specific problems they
may actually encounter in jobs
• Used to teach such skills as:
- interviewing
- grievance handling
- performance appraisal reviews -
conference leadership
- team problem solving -
communication
- leadership style analysis
Job Rotation
• Employees move from
one job to another to
broaden experience
• Helps new employees
understand variety of jobs
• Individuals in enlarged
and enriched jobs may
feel they are engaged in
job rotation
Computer-Based Training
• Takes advantage of
computer speed,
memory, and data
manipulation
• Greater flexibility of
instruction
• Previously called
programmed
instruction
 Computer-Based Training
(Continued)
• Multimedia enhances learning with
audio, animation, graphics and
interactive video
• Some students object to absence of
human facilitator
• Cost of hardware and software
• Virtual reality permits trainees to view
objects from perspective otherwise
impractical or impossible
 Web-Based Training: The
Internet, Intranets and Just-in-
Time Training
• E-mail on Internet is effective and
efficient way to exchange information
• Used for accessing course material and
sharing other information
• Can be provided to any location on
earth
 Distance Learning and
Videoconferencing
• Historically have used videoconferencing
and satellite classrooms
• Now interactive training
• Use to:
- increase access to training
- ensure consistency of instruction
- reduce cost of delivering
T&D programs
Classroom Programs
• Continually effective for
certain types of training
• Instructor may give a
great deal of information
in a short time
• Improved when groups
are small enough to
permit discussion
 On-the-Job Training
• Informal approach that permits
employee to learn job tasks by actually
performing them
• Most commonly used T&D method
• No problem transferring what has been
learned to the task
• Emphasis on production may detract
from training process
• Trainers can be supervisors or peers
Apprenticeship Training
• Combines classroom
instruction with
on-the-job training
• Traditionally used in
craft jobs
• Apprentice earns
less than the master
craftsperson who is
the instructor
Simulators
• Training devices that
model the real world
• Range from simple
paper mock-ups of
mechanical devices to
computerized
simulations of total
environments
• May simulate
automobiles and
airplanes
 Vestibule Training
• Takes place away from production
area
• Uses equipment closely resembling
equipment actually used on the job
• Removes employee from pressure
of having to produce while learning
• Emphasis on learning skills
required by the job
Corporate Universities
• Focus on creating
organizational change
• Proactive and strategic
• Growth attributed to
universities’ flexibility
• Permits students to
learn on their
own time
 Community Colleges
• Certain types of training are better
and more cost effective than
alternatives
• Rapid technological changes and
corporate restructuring have
created new demand for
community college training
resources
 Management
Development
• All learning experiences result in
upgrading of skills and knowledge
needed in current and future
managerial positions
• Requires manager’s personal
commitment
• Manager must take responsibility
for own development
 Management
Development (Continued)

• Reasons to conduct management

training outside company
• Reasons for keeping management
training inside the company
 Reasons to Conduct
Management Training
Outside the Company
• An outside perspective
• New viewpoints
• Possibility of taking
executives out of work
environment
• Exposure to faculty
experts and research
• Broader vision
 Reasons to Conduct
Management Training Inside
the Company
• Training more specific to
needs
• Lower costs
• Less time
• Consistent, relevant
material
• More control of content
and faculty
Special Training Areas
• Telecommuter
• Diversity
• Customer Service
• Conflict Resolution
• Values
• Teamwork
• Empowerment
• Remedial
 Implementing Human
Resource Development
Programs
• Often difficult
• Many managers are action-oriented
• Feel they are too busy to engage in
T&D efforts
• Qualified trainers must be available
• Requires a high degree of creativity
 Evaluating Human
Resource Development
• Participant’s opinions
• Extent of learning
• Behavioral change
• Accomplishment of T&D objectives
• Benchmarking
• A case for simplicity
Business/Government/Educat
ion Training Partnerships
• Workforce
Investment Act
• School-to-Work
Opportunities Act
• National Employer
Leadership Council
 Workforce Investment
Act
• Replaces the Job Training
Partnership Act
• Consolidates more than 70 federal
job-training programs
• Provides states with flexibility to
develop streamlined systems in
partnership with local governments
Workforce Investment Act
(Continued)
• Primary focus of WIA is to meet
needs of business for skilled
workers and to meet individual
training, education and
employment needs
• One-stop service centers
Orientation
• Initial T&D effort
designed for
employees
• Guided adjustment
of new employees
Purposes of Orientation
• Employment situation
• Company policies and rules
• Compensation and benefits
• Corporate culture
• Team membership
• Employee development
• Dealing with change
• Socialization
Organization Development
• Survey feedback
description
• Survey feedback
process
• Quality circles
• Team building
• Sensitivity training
 Survey Feedback
Description
• Process of collecting data from
organizational unit through use of
questionnaires, interviews and other
objective data
• Can create working environments that
lead to better working relationships,
greater productivity and increased
profitability
• Combined with other organization
development interventions
 Survey Feedback Process
• Members of organization are involved in
planning the survey
• Survey instrument administered to all
members of organization
• OD consultant usually analyzes data
• Feedback begins at top level of
organization and flows downward
• Provides opportunity to discuss and
interpret data
Quality Circles
• Transported to America
from Japan
• Groups of employees who
voluntarily meet regularly
with their supervisors to
discuss problems
• Investigate causes
• Recommend solutions
 Quality Circles (Continued)
• Take corrective action when authorized
to do so
• Must set clear goals, gain top
management’s support, and create
climate conducive to participative
management
• Goals communicated to all concerned
• Participating individuals must be trained
Team Building
• Hot trend in HR
• Conscious effort to develop
effective workgroups
• Uses self-directed teams
• Small group of employees
responsible for an entire
work process
• Members work together to
improve their operation
 Sensitivity Training
• Participants learn about themselves and
how others perceive them
• No agenda, leaders, authority, power
positions
• Vacuum exists until participants talk
• People learn through dialogue
• Trainer’s serve as facilitator
• Participants encouraged to learn about
themselves and others in group