Human Resource Management Chapter 7 TR !"!

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2008 by Prentice Hall

7-1

HRM in ction) *ob +ecurity ,ersus Career +ecurity

- *ob security - !mplies security in one .ob/ o0ten 1ith one company - Career security - Re2uires 3e,eloping mar4etable s4ills an3 e5pertise that help ensure employment 1ithin a range o0 careers - %mployability 3octrine - %mployees o1e the company their commitment 1hile employe3 an3 the company o1es its 1or4ers the opportunity to learn ne1 s4ills/ but that is as 0ar as the commitment goes
2008 by Prentice Hall 7-2

Training an3 $e,elopment 7T8$9

- Training an3 3e,elopment 7T8$9 - Heart o0 a continuous e00ort 3esigne3 to impro,e employee competency an3 organi:ational per0ormance - Training - Pro,i3es learners 1ith the 4no1le3ge an3 s4ills nee3e3 0or their present .obs

2008 by Prentice Hall

7-6

Training an3 $e,elopment 7T8$9 7Cont<9

- $e,elopment - 'earning that goes
beyon3 to3ay=s .ob an3 has a more longterm 0ocus

- Prepares employees to 4eep pace 1ith organi:ation as it changes an3 gro1s

2008 by Prentice Hall 7-;

'earning (rgani:ation
- ?irms that recogni:e critical importance o0 continuous per0ormance an3 ta4e appropriate action - @or4ers re1ar3e3 0or learning an3 pro,i3e3 enriche3 .obs/ promotions/ an3 compensation - (rgani:ations 1ith reputation o0 being learning lea3er attract more an3 better 2uali0ie3 employees

2008 by Prentice Hall

7->

?actors !n0luencing T8$

- Top management support - Commitment 0rom specialists an3 generalists - Technological a3,ances - (rgani:ational comple5ity - 'earning principles - (ther human resource 0unctions
2008 by Prentice Hall 7-A

*ust-in-time Training
Training pro,i3e3 anytime/ any1here in the 1orl3 1hen it is nee3e3

2008 by Prentice Hall

7-7

Training an3 $e,elopment 7T8$9 Process

%5ternal %n,ironment !nternal %n,ironment

$etermine +peci0ic T8$ "ee3s %stablish +peci0ic T8$ (b.ecti,es

+elect T8$ Metho3 7s9 an3 $eli,ery +ystem 7s9 !mplement T8$ Programs

%,aluate T8$ Programs

2008 by Prentice Hall 7-8

%stablishing +peci0ic Training an3 $e,elopment (b.ecti,es - $esire3 en3 results - Clear an3 concise ob.ecti,es must be 0ormulate3

2008 by Prentice Hall

7-B

Training 8 $e,elopment $eli,ery +ystems

- Corporate Cni,ersities - Colleges an3 Cni,ersities - Community Colleges - (nline Higher %3ucation - &i3eocon0erencing - &estibule Training - Computer-Dase3 +ystems - &i3eo Me3ia - %-'earning - +imulators
2008 by Prentice Hall 7-10

(rientation
- !nitial T8$ e00ort 3esigne3 0or employees - +tri,es to in0orm them about company/ .ob an3 1or4group
2008 by Prentice Hall 7-11

Purposes o0 (rientation
- %mployment situation - Company policies an3 rules - Compensation an3 bene0its - Corporate culture - Team membership - %mployee 3e,elopment - $ealing 1ith change - +ociali:ation
2008 by Prentice Hall 7-12

Metrics 0or %,aluating Training an3 $e,elopment

Participants= (pinions %5tent o0 'earning Deha,ioral Change ccomplishment o0 T8$ (b.ecti,es Denchmar4ing

2008 by Prentice Hall

7-16

Participants= (pinions
- Measure le,el o0 customer satis0action - (,erall e5perience may bias some reports - #oo3 1ay to obtain 0ee3bac4 an3 to get it 2uic4ly an3 ine5pensi,ely

2008 by Prentice Hall

7-1;

%5tent o0 'earning
- $etermine 1hat participants ha,e learne3 - Pre-test-post-test control group 3esign - $i00erences are attribute3 to training pro,i3e3 - Problem) Controlling 0or ,ariables other than training

2008 by Prentice Hall

7-1>

Deha,ioral Change
- Tests may accurately in3icate 1hat trainees learn - May gi,e little insight into 1hether participants to change3 their beha,ior - Dest 3emonstration o0 ,alue) @hen learning translates into lasting beha,ioral change

2008 by Prentice Hall

7-1A

Accomplishment of T&D Objectives

- Has it achie,e3 state3 ob.ecti,es an3 actually impacte3 per0ormance - Might establish a return on investment (ROI) metric

2008 by Prentice Hall

7-17

Denchmar4ing
- Process o0 monitoring an3 measuring a 0irm=s internal processes/ such as operations/ an3 then comparing 3ata 1ith in0ormation 0rom companies that e5cel in those areas - ?ocus on metrics such as) training costs/ the ratio o0 training sta00 to employees/ an3 1hether ne1 or more tra3itional 3eli,ery systems are use3
2008 by Prentice Hall 7-18

(rgani:ation $e,elopment 7($9

- Planne3 process o0 impro,ing an organi:ation by 3e,eloping its structures/ systems/ an3 processes to impro,e e00ecti,eness an3 achie,e 3esire3 goals - pplies to entire system such as a company or plant - Ma.or means o0 achie,ing change in corporate culture
2008 by Prentice Hall 7-1B

($ !nter,entions
+ur,ey 0ee3bac4 Euality circles Team buil3ing +ensiti,ity training

2008 by Prentice Hall

7-20

+ur,ey ?ee3bac4
- Process o0 collecting 3ata 0rom organi:ational unit through use o0 2uestionnaires/ inter,ie1s an3 other ob.ecti,e 3ata - Can create 1or4ing en,ironments that lea3 to better 1or4ing relationships/ greater pro3ucti,ity an3 increase3 pro0itability
2008 by Prentice Hall 7-21

+ur,ey ?ee3bac4 +teps

- Members o0 organi:ation in,ol,e3 in planning sur,ey - participate in sur,ey - ($ consultant analy:es 3ata - $ata 0ee3bac4 - ?ee3bac4 meetings

2008 by Prentice Hall

7-22

Euality Circles
- #roups o0 employees 1ho meet regularly 1ith super,isors to 3iscuss problems - !n,estigate causes - Recommen3 solutions

2008 by Prentice Hall

7-26

Team Duil3ing
- Conscious e00ort to 3e,elop e00ecti,e 1or4groups - Cses sel0-3irecte3 teams - +mall group o0 employees responsible 0or entire 1or4 process - Members 1or4 together to impro,e their operation
2008 by Prentice Hall 7-2;

+ensiti,ity Training
- Participants learn about themsel,es an3 ho1 others percei,e them - "o agen3a/ lea3ers/ authority/ po1er positions - People learn through 3ialogue - Participants encourage3 to learn about themsel,es an3 others in group - lso calle3 T-group training
2008 by Prentice Hall 7-2>