The Training and Development Process

CHAPTER ONE

LEARNING OUTCOMES
Describe the meaning of performance management
(PM), training and development (T&D), and human
resources development (HRD)
Describe the PM process and the role of T&D
Describe the societal, organizational, and employee
benefits of T&D
Explain the role of the environmental and
organizational context of T&D and the human resources
system
Discuss the meaning of strategic HR, T&D, and highperformance work systems
Discuss the instructional systems design model of T&D

INTRODUCTION
Value of T&D cannot be underestimated critical
function
Success and competitiveness are highly dependent
upon sound T&D critical to organizational
performance
T&D are key factors in creativity, innovation, and
transfer of knowledge, and are part of the defining
factors of best companies to work for
It is a sound investment with an ROI not a cost

PERFORMANCE MANAGEMENT
Performance management
entails:
Not a single event it is a continuous loop of:
(Re-)Establishing performance goals
and expectations
Designing interventions and programs
to develop employee KSA and overall
employee and company performance
Monitoring success of interventions and
programs

PM PROCESS

TRAINING AND DEVELOPMENT

Training and Development
Formal and planned efforts that allow
one to acquire KSAs:
Training:
To improve current job performance
(short-term focus)

Development:
To perform future job responsibilities
(longer-term focus) i.e., career goals and
organizational objectives

HUMAN RESOURCES DEVELOPMENT

HRD:
Systematic and planned activities that
are designed by an organization to provide:
Employees with an opportunity to
learn necessary skills to meet current and
future job demands

T&D BENEFITS
Organizational
Increases effectiveness and productivity
Maintains competitive advantage
Improves recruitment and retention efforts
Provides an integrated structure/process
to achieve organizations business objectives

T&D BENEFITS
Employees
Intrinsic and Extrinsic
Confidence
Self-efficacy
Higher earnings
Promotion/advancement
Positive attitude/behaviour
Seek out opportunities

T&D BENEFITS
Society
Society
Skilled workforce
Increased standard of living
Increased global presence

IS TRAINING INVESTMENT OR AN
EXPENSE
Why dont organizations invest more in training and
development?
1.Learning and training is not considered a high priority in
organizations
2.Perception that training, learning, and development
expenditures represent a cost rather than investment
.Organization that view training as a cost tend to limit their
training requirements only to what is required
.Training in such organizations is often the first thing to go when
times are tough and there are cuts to discretionary spending
.Organizations that view training as an investment expects
direct benefits and return on their investment
.For these organizations training is part of the organizations
strategy and key factor for competitiveness and success

T&D CONTEXT

THE ENVIRONMENTAL CONTEXT

OF TRAINING AND DEVELOPMENT
Global Competition
Forced organizations to improve productivity and quality of their
goods and services
Improvements in the production process and quality initiatives
require employees to learn new skills
Global assignments provide employees with cross cultural
training
Technology
New technologies provide organizations with improvements in
productivity and competitive advantage
Technology will lead to productivity gains only when employees
receive the necessary training to exploit the technology
The adoption of new technologies will have direct impact on
training needs of employees

THE ENVIRONMENTAL CONTEXT

OF TRAINING AND DEVELOPMENT
The Labor Market
Changes in the labor market can have major effect on
training and development
Implications of shortage of skilled workers
Change
The technological revolution, increasing globalization,
and competition have resulted in a highly uncertain
and constantly changing environment
In order to survive and remain competitive
organization must adapt and change
T&D is almost always a part of managing change

The Organizational Context of

Training and Development
Strategy
Success of organizational strategy depends on its alignment
with training and development objectives
The alignment of human resource practices with organizations
business strategy is known as Strategic Human Resource
Management (SHRM)
Organizations that have greater alignment between HR
practices and their strategies tend to have superior performance
If an organization decides to improve customer services or
product quality than the employees needs to learn how to
provide with better services or improve quality.
If an organizations strategy is to grow rapidly then employee
needs to be trained in the management of mergers,
acquisitions, joint ventures, and international venture

The Organizational Context of

Training and Development
Training and development can also be strategic
when they are aligned with organizations business
strategy and therefore enable an organization to
achieve strategic goals and objectives
Strategic Training and Development
( ST&D) refers to the alignment between of
organizations training needs and programs with
an organizations strategy
By linking training to business strategy, training
becomes strategic rather than an isolated and
independent activity

The Organizational Context of

Training and Development
Business strategy influences HRM
strategy
An integrated/interrelated approach

The Organizational Context of

Training and Development
Structure
Changes in organizations structure often lead to changes
employees tasks and responsibilities and necessitate the
need for training
Employees in organizations that are becoming flatter with
few layers of management needs training in problem solving,
decision making , team work etc

Culture
Refers to the shared beliefs, values, and assumptions that
exist in the organization
The culture of an organization and its norms and expected
behaviors are often communicated to employees through
training

Human Resources Management System

Strategic human resource management involves two kinds of
linkages
1.HR practices should be linked to business strategy
2.Human Resource practices should also be linked to each other
so they work together to achieve an organizations strategy

.A high performance work system(HPWS)

.Consists of an interrelated system of human resource
practices that usually includes:
.Rigorous recruitment and selection procedures
.Performance contingent incentive compensation
.Performance management
.Commitment to employee involvement
.Extensive training and development programs

Human Resources Management System

HPWS increases employees
knowledge, skills, abilities and
motivation
HPWS results in:
More positive attitude
Lowe turnover
Higher productivity
Higher organizational performance

STRATEGIC T&D
Business strategy influences
HRM strategy
An integrated/interrelated
approach

INSTRUCTIONAL SYSTEMS DESIGN

MODEL (ISD)

INSTRUCTIONAL SYSTEMS DESIGN

MODEL (ISD)
The ISD model begins when somebody identifies performance gap
in the organization
According to ISD model the recognition of performance gap
should lead to following sequence of activities
1.Conduct an organizational analysis to investigate the
performance gap and determine whether training is a possible
solution ( when the cause of the problem is lack of knowledge,
skill or attitude)
2.If training is possible solution, conduct a task analysis in order
to determine how the job or jobs in question should be performed
and the things that a skilled employee should know and be able
to do
3.Conduct a personal analysis to determine how employee
currently perform the job compared to how they should perform
and how best to train them (e.g. Training method)

INSTRUCTIONAL SYSTEMS DESIGN

MODEL (ISD)
4.Design a training program using those
methods and approaches that will be most
effective to train employees who require training
5.Develop and fine tune the program. Pilot test it
and revise as needed
6.Deliver the program to the intended audience
7.Monitor and evaluate the program. The
program is considered a success if the original
gap is closed or reduced and if correcting the
program costs less than the cost of not
correcting it