Anaging Uman Esources: Training and Developing A Competitive Workforce

MANAGING HUMAN RESOURCES
Chapter 8
Training and Developing a Competitive Workforce
Copyright 2005 Thomson Business & Professional Publishing. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
The Strategic Importance of Training and Development

Develop competencies that match strategy Foster cohesiveness and commitment Improve recruitment and retention Improve competitiveness Increase legal compliance and protection Smoother mergers and acquisitions
Training and Development
82
The Strategic Importance of Training and Development

Improving Recruitment and Retention
Career advancement opportunities
Job training
Improving Competitiveness
Increasing productivity
Improving service Implementing new technology
Training for Customers

Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 83
Learning Organizations and Knowledge Management

Learning is recognized as a source of competitive advantage. Knowledge management technologies
Ensure that knowledge from employees, teams, and units is captured, remembered, stored and shared through intranets. Chief Learning/Knowledge Officer coordinates activities.
84
Training and Development Practices Within the Integrated HRM System

Training and Development (T&D)
Intentional efforts to improve current and future performance by helping employees acquire the skills, knowledge, and attitudes required of a competitive workforce.
85
T&D: Key Terms

Training
Improving employee competencies needed today or very soon Typical objective is to improve employee performance in a specific job.
Development
Improving employee competencies over a longer period of time Typical objective is to prepare employees for future roles.
86
Key Terms (contd)

Socialization
Learning how things are done in the organization Objective is to teach new employees about the organizations history, culture and management practices.
Intense socialization increases employees commitment to the success of the company.
87
Components of Training and Development within an Integrated HRM System
EX 8.1
Evaluating Training and Development Effectiveness
EX 8.3
The HR Triad: Roles and Responsibilities in Training and Development
810
Four Components of Needs Assessment
EX 8.4
Setting Up a Training and Development System

Creating the Right Conditions:
Insight Motivation New skills and knowledge Real world practice Accountability
812
Training for Affective Outcomes

Objective Is to Change:
Motivation Attitudes Values
Example of Objectives
Build team spirit Enhance self-confidence Build emotional intelligence (self-awareness, self-management, social awareness, relationship management)
813
On-Site, but Not On the Job Training

Programmed instruction on intranet or internet Videos and CDs
Interactive video training: Combines programmed instruction with video
Teleconferencing Corporate Universities and executive education
814
Off the Job Training

Formal courses Simulation
Vestibule method: simulates actual job
Assessment centers Role-playing Business board games Sensitivity training Wilderness trips and outdoor training
815
Setting the Stage for Learning

Clear Instructions Behavioral Modeling
816
Team Training and Development

Training to develop team cohesiveness Training in team procedures Training to develop work team leaders
Supporting disagreement Managing meetings
817
Cross-Cultural Training
To prepare people from several cultures to work together
Diversity training
To prepare a person for living in another culture

Training for expatriates and families
818
Diversity Training For Employees in the U.S.

Cultural Awareness Training
How own culture (ethnic background, age, socioeconomic status, religion, etc.) differs from that of other workers Understanding impact of stereotypes
Building Competencies
Practice interpersonal skills
Supplementing Diversity Training

Considering diversity in all aspects of HR management (recruitment, selection, rewards)
Cross-Cultural Training in International Context

Training for Expatriates
Typically a 3-5 day immersion course in countrys values, customs, traditions Culture-general assimilator uses scenarios to teach understanding of cultural differences
Training for Inpatriates

Employees from other countries sent to work in U.S. Need info about culture and help with relocation
820
Global Leadership Training and Development

Managers need to manage operations in several countries at once Training and development may include:
Expatriate assignments
Action learning projects

Cross-cultural team assignments Classroom training
821

Anaging Uman Esources: Training and Developing A Competitive Workforce

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MANAGING HUMAN RESOURCES

Training and Developing a Competitive Workforce

PowerPoint Presentation by Charlie Cook The University of West Alabama

The Strategic Importance of Training and Development

Training and Development

The Strategic Importance of Training and Development

Training for Customers

Learning Organizations and Knowledge Management

Training and Development Practices Within the Integrated HRM System

T&D: Key Terms

Key Terms (contd)

Intense socialization increases employees commitment to the success of the company.

Components of Training and Development within an Integrated HRM System

Evaluating Training and Development Effectiveness

The HR Triad: Roles and Responsibilities in Training and Development

Four Components of Needs Assessment

Setting Up a Training and Development System

Training for Affective Outcomes

On-Site, but Not On the Job Training

Teleconferencing Corporate Universities and executive education

Off the Job Training

Setting the Stage for Learning

Team Training and Development

To prepare a person for living in another culture

Diversity Training For Employees in the U.S.

Supplementing Diversity Training

Cross-Cultural Training in International Context

Training for Inpatriates

Global Leadership Training and Development

Action learning projects

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