Employee Training and

Development

11

Introduction: Training for

Competitive Advantage

12

Objectives

After reading this chapter, you

should be able to:
1. Discuss the forces influencing the
workplace and learning, and
explain how training can help
companies deal with these forces.
2. Discuss various aspects of the
instructional system design model.
3. Describe the amount and types of
training occurring in various
companies.
13

Objectives

(continued)

Discuss the key roles and

competencies required for training
professionals.
5. Identify appropriate resources (e.g.,
journals, websites) for learning
about training research and
practice.
4.

14

What is training?
Training refers to a planned effort by

a company to facilitate employees

learning of job-related competencies.
The goal of training is for employees
to
master the knowledge, skill, and

behaviors emphasized in training

programs, and
apply them to their day-to-day activities
15

Training Design Process

Conducting Needs
Assessment

Ensuring
Employees
Readiness for
Training

Developing an
Evaluation Plan

Ensuring Transfer
of Training

Select Training
Method

Monitor and
Evaluate the
Program

Creating a
Learning
Environment

16

Assumptions of Training Design

Approaches
Training design is effective only if it

helps employees reach instructional

or training goals and objectives.
Measurable learning objectives
should be identified before training.
Evaluation plays an important part in
planning and choosing a training
method, monitoring the training
program, and suggesting changes to
the training design process.
17

Forces Influencing the

Workplace
and
Training

Globalization
Need for leadership
Increased value placed on knowledge
Attracting and winning talent
Quality emphasis
Changing demographics and diversity
of the work force
New technology
High-performance model of work
systems
18

Core Values of Total

Quality Management
Methods and processes are designed

to meet the needs of internal and

external customers.
Every employee in the company
receives training in quality.
Quality is designed into a product or
service so that errors are prevented
from occurring, rather than being
detected and corrected.
19

Core Values of TQM

(continued)

The company promotes cooperation

with vendors, suppliers, and

customers to improve quality and
hold down costs.
Managers measure progress with
feedback based on data.

110

Skills needed to manage a

diverse work- force include:
Communicating effectively with

employees from a wide variety of

backgrounds.
Coaching and developing employees of
different ages, educational backgrounds,
ethnicities, physical abilities, and races.
Providing performance feedback that is
free of values and stereotypes based on
gender, ethnicity, or physical handicap.
Creating a work environment that
allows employees of all backgrounds to
be innovative.
111

1 - 12

How Managing Cultural Diversity

Can Provide Competitive Advantage
1. Cost argument

As organizations become more diverse, the cost of

a poor job in integrating workers will increase.
Those who handle this well will thus create cost
advantages over those who dont.

2. Resourceacquisition
argument

Companies develop reputations on favorability as

prospective employers for women and minorities.
Those with the best reputations for managing
diversity will be the most attractive employers for
women and minority groups.
An important edge in a tight labor market.

3. Marketing argument The insight and cultural sensitivity that members

with roots in other countries bring to the
marketing effort should improve these efforts in
important ways.

1 - 13

How Managing Cultural Diversity

Can Provide Competitive Advantage
(continued)
4. Creativity argument Diversity of perspectives and less emphasis on

conformity to norms of the past should improve

the level of creativity.

5. Problem-solving
argument

Heterogeneity in decisions and problem-solving

groups potentially produces better decisions
through a wider range of perspectives and more
through critical analysis of issues.

6. System flexibility
argument

An implication of the multicultural model for

managing diversity is that the system will become
less determinant, less standardized, and therefore
more fluid.
The increased fluidity should create greater
flexibility to react to environmental changes (i.e.,
reactions should be faster and cost less).

Use of new technology and work

design needs to be supported by
specific HRM practices:
Employees choose or select new
employees or team members.
Employees receive formal
performance feedback and are
involved in the performance
improvement process.
Ongoing training is emphasized and
rewarded.
Rewards and compensation are
linked to company performance.
114

Use of new technology and work

design needs to be supported by
specific HRM practices: (continued)
Equipment and work processes

encourage maximum flexibility and

interaction between employees.
Employees participate in planning
changes in equipment, layout, and
work methods.
Employees understand how their
jobs contribute to the finished
product or service.
115

Roles and Competencies of

Trainers
Roles
Competencies

1 - 16

Analysis/Assessment Role

Industry understanding; computer competence; data

analysis skill; research skill

Development Role

Understanding of adult learning; skills in feedback;

writing, electronic systems, and preparing objectives

Strategic Role

Career development theory; business understanding;

delegation skills; training and development theory;
computer competence

Instructor/Facilitator Role

Adult learning principles; skills related to coaching,

feedback, electronic systems, and group processes

Administrator Role

Computer competence; skills in selecting and

identifying facilities; cost-benefit analysis; project
management; records management