CHAPTER ONE

The Training and

Development Process
 INTRODUCTION
• The value of Training and Development cannot
be underestimated – it is a critical function in
Human Resources
• A number of workplace incidents can be
attributed to the lack of training, which can cost
lives and money
• Success and competitiveness are highly
dependent upon sound Training and
Development – critical to organizational
performance
• Training & Development are also key factors in
creativity, innovation, and transfer of knowledge
• It is a sound investment with a ROI – not a cost!
THE PROJECT
MANAGEMENT
PROCESS
An Overview
 PERFORMANCE
MANAGEMENT
Performance management is not a single
event – it is a comprehensive and continuous
loop of:
◦ Establishing and re-establishing both
performance goals AND expectations
◦ Designing interventions and programs to
develop employee knowledge, skills and
abilities (KSAs) as well as, overall employee
and company performance
◦ Monitoring success of interventions and
programs
 PERFORMANCE
MANAGEMENT
The performance management process
involves several components that are
closely related to each other
◦ The starting point of the process is
defining performance, setting
performance expectations and
setting performance goals
 MANAGEMENT
DISCUSSION
QUESTIONS

1. Why is it important for employees to engage in the performance management

process?
2. Consider the video’s section on feedback – How important is feedback to you as a
student? How about as a professional?
 PERFORMANCE
MANAGEMENT
During this process, managers may
also meet with employees to discuss
performance expectations and agree
on performance goals
Goals should stem from the
organizational or department –level
goals and objectives
◦ This ensures that employee goals
are aligned with organizational
goals
 PERFORMANCE
MANAGEMENT
The goal-setting process should make the organization goals
clear and concrete to employees
Managers can do this by setting SMART goals – goals that are
◦ SPECIFIC
◦ MEASUREABLE
◦ ATTAINABLE
◦ RELEVANT
◦ TIMELY (or have a TIME FRAME)
PERFORMANCE
MANAGEMENT
FEEDBACK
 PERFORMANCE
MANAGEMENT BREAKOUT
HR SCENARIO
Tony is an incredible asset to his team. He is knowledgeable on
the skills required to perform his role, routinely assist his team
mates when they require support and maintains a positive
attitude that really uplifts the working environment
There is just one problem…Tony is chronically late. Almost every
morning he arrives to the office between 5 – 10 minutes late,
with cup of Starbuck’s in hand!
In small groups, discuss how you would use both positive and
constructive feedback, to address this issue with Tony?
 TRAINING AND
DEVELOPMENT
Training and development is one of the most important ways that performance
can be improved in organizations
• Training refers to formal and planned efforts to help employees acquire
knowledge, skills and abilities to improve current job performance (short-
term focus)
◦ The goal is to help you do your job better

• Development refers to formal and planned efforts to help employees

acquire the knowledge, skills and abilities required To perform future job
responsibilities (longer-term focus)
◦ The goal is to prepare individuals for promotions and future job
responsibilities (i.e. managerial careers)
 HUMAN RESOURCES
DEVELOPMENT
• Training and development is part of
a larger field known as 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
◦ Examples include classroom
training and executive and leader
coaching
 TRAINING AND
DEVELOPMENT BENEFITS
ORGANIZATIONAL
• Increases effectiveness and
productivity
• Maintains competitive advantage
• Improves recruitment and
retention efforts
• Provides an integrated
structure/process to achieve
organization’s business objectives
 TRAINING AND
DEVELOPMENT BENEFITS
EMPLOYEES
Intrinsic and Extrinsic
◦ Confidence
◦ Self-efficacy
◦ Higher earnings
◦ Promotion/advancement
◦ Positive
attitude/behaviour
◦ Seek out opportunities
 TRAINING AND
DEVELOPMENT BENEFITS
SOCIETY

◦ Skilled workforce
◦ Increased standard of
living
◦ Increased global
presence
 DEVELOPMENT
ENVIRONMENTAL
CONTEXT
1. Global competition
2. Technology
3. Labour market
4. Organizational Change
5. Social climate
 TRAINING AND
DEVELOPMENT CONTEXT
Global Competition
•Increasing global competition
has forced organizations to the
improve their productivity and
quality of their goods and
services
 TRAINING AND
DEVELOPMENT CONTEXT
Technology
•New technologies can provide
organizations with
improvements in productivity
and a competitive advantage
•Improvements depend on the
training that employees
receive
 TRAINING AND
DEVELOPMENT CONTEXT
The Labour Market
•Changes in the labour market can have a
major effect on training and development
o Some experts believe there is a shortage of
skilled labour in Canada – is that true?
•It has also been reported that there is a
significant skills mismatch – some
occupations have labour surplus while
others have a shortage
o What should be done from a training
perspective?
 TRAINING AND
DEVELOPMENT CONTEXT
Organizational Change
•The technological revolution,
globalization and competition
have resulted in a highly
uncertain and constantly caging
environment
•As a result, managing change
has become a normal part of
organizational life and training
and development plays a key
part of this process
 DEVELOPMENT
ORGANIZATIONAL
CONTEXT

1. Strategy
2. Structure
3. Culture
 TRAINING AND
DEVELOPMENT CONTEXT
STRATEGY
•Strategy is one of the most important
factors influencing training and
development
•The alignment of human resources
practices with an organization’s
business strategy is known as strategic
human resource management (SHRM)
•Organizations that have greater
alignment between their HR practices
and their strategies tend to have
superior performance
 TRAINING AND
DEVELOPMENT CONTEXT
STRUCTURE
•The structure of an organization also affects
training and development
•Organizations are increasingly becoming
flatter with fewer levels of management
•Many organizations have experienced
dramatic structural changes such as
downsizing and reengineering in an effort
survive
•These changes to an organization’s structure
often leads to changes to employees’
tasks/responsibilities – which then results in
the need for more training
 TRAINING AND
DEVELOPMENT CONTEXT
CULTURE
•Organizational culture refers to the
shared beliefs, values and assumptions
that exist in an organization
•An organization’s culture is important
because it determines the norms that
exist in an organization and the expected
behaviours
•The culture of an organization, its norms
and expected behaviours are often
communicated to employees through its
training programs