INTRODUCTION TO

EMPLOYEE TRAINING
AND DEVELOPMENT

Prepared By : JENNELYN ROA ARTATES, LPT, MBA

CABA Instructor
 FORCES IMPACTING LEARNING

✔ Economic cycles ✔ Generational differences

✔ Globalization ✔ Talent management
✔ Value of intangible assets and ✔ Customer service and
human capital quality emphasis
✔ Focus on links to business ✔ New technology
strategy
✔ High-performance
✔ Changing demographics and models of work systems
diversity
 ECONOMIC CYCLES

✔ In difficult times, companies may be tempted to reduce training

expenditures
✔ However, doing so may be detrimental
✔ For example, companies that used more selective staffing and
training before the recession of 2009 performed better and
recovered more quickly
 GLOBALIZATION

✔ Global companies must find talented employees

✔ Expatriates require training for success
✔ Individuals from different countries come to the U.S. for low-skill
work and highly technical positions
✔ There are pros and cons of outsourcing
 VALUE OF INTANGIBLE ASSETS AND HUMAN
CAPITAL
✔ financial assets (cash and securities):
✔ physical assets (property, plant, equipment): and
✔ intangible assets which consist of human capital, customer capital,
social capital, and intellectual capital.
Implications

1. A focus on knowledge workers.

2. Employee engagement
3. An increased emphasis on adapting to change and continuous
learning.
 FOCUS ON LINKS TO BUSINESS STRATEGY

✔ Given the importance of intangible assets and human capital,

training has greater strategic importance
✔ Training is no longer an isolated function, but rather an integral part
of business success
✔ Different companies have different strategic training needs—one
size does not fit all
 CHANGING DEMOGRAPHICS AND DIVERSITY

✔ companies face several challenges as a result of increased

demographics and diversity of the workforce.
✔ Population is the single most important factor in determining the
size and composition of the labor force, which is composed of
people who are either working or looking for work.
GENERATIONAL DIFFERENCE

five generations are represented

in the workforce, each one with
unique and similar
characteristics to the others.
Managing Diversity:

1. Communicating effectively with employees from a wide variety of

backgrounds
2. Coaching, training, and developing employees of different ages,
educational backgrounds, ethnicities, physical abilities, and races
3. Providing performance feedback that is free of values and
stereotypes based on gender, ethnicity, or physical handicap
4. Training managers to recognize and respond to generational
differences
5. Creating a work environment that allows employees of all
backgrounds to be creative and innovative.
 TALENT MANAGEMENT

✔ Systematic, planned, and strategic effort by a company to attract,

retain, develop, and motivate highly skilled talent
Key components:
▪ acquiring and assessing employees
▪ learning and development
▪ performance management and compensation
CUSTOMER SERVICE AND QUALITY EMPHASIS

Total Quality Management (TQM)

✔ Companywide effort to continuously improve the ways people,
machines, and systems accomplish work

Quality Standards
✔ Malcolm Baldrige National Quality Award
✔ ISO 9000:2000
Baldrige Award Criteria

▪ Leadership
▪ Measurement, analysis, and knowledge management
▪ Strategic planning
▪ Workforce focus
▪ Operational focus
▪ Results
▪ Customer focus
Six Sigma

▪ Measuring, analyzing, improving, and then

controlling processes once they have been brought
within the narrow six sigma quality tolerances or
standards
NEW TECHNOLOGY

✔ Technology has changed how we train

✔ Training can occur at any time, anywhere
✔ Training is more consistent and more realistic
✔ More individuals can now be trained
✔ Knowledge can be shared by readily
✔ Trainers roles have evolved
✔ Many organizations used blended training methods
NEW TECHNOLOGY

Potential Uses of Social Networking for Training and

Development
 Challenges with New Technology

✔ Not all trainees may be comfortable with technology

✔ It may be difficult to engage trainees and ensure
compliance with training
✔ Some trainees may desire greater “live” interaction
with trainers
 HIGH-PERFORMANCE MODELS OF WORK
SYSTEMS
✔ Work teams
Employees interact to assemble a product or provide a service
✔ Cross training
Training employees in a range of skills to fill roles needed to be
performed
✔ Virtual teams
Teams separated by time, geographic, and organizational
boundaries
 SNAPSHOT OF TRAINING PRACTICES

✔ Direct expenditures have remained stable

✔ Increased demand for specialized learning that
includes professional or industry-specific content
✔ Use of technology-based learning has increased
✔ Self-paced online learning is the most common
technology-based learning
 SNAPSHOT OF TRAINING PRACTICES

✔ Technology-based learning has helped improve

learning efficiency
✔ Technology-based learning has resulted in a larger
employee–learning staff member ratio
✔ The percentage of services distributed by external
providers has remained the same since 2010
Different Types of Training Provided by
Companies
 Training and Development Roles

✔ Learning Strategist – determines how workplace learning can

be best used to help meet the company’s business strategy.
✔ Business Partner – uses business and industry knowledge to
create training that improves performance.
✔ Project Manager – plans, obtains, and monitors the delivery
of learning and performance solutions to support the business.
✔ Professional Specialist – designs, develops, delivers, and
evaluates learning and performance solutions.
ATD
Competency
Model
 OUTSOURCING

✔ means that training and development activities are

provided by individuals outside the company.
 Human Resource Development

✔ refers to the integrated use of training and

development, organizational development, and career
development to improve individual, group, and
organizational effectiveness.
DIFFERENCE BETWEEN TRAINING AND
DEVELOPMENT
TRAINING
It is a short term process.
It utilizes systematic and organized
procedure.
Managerial personnel acquire skill of
training subordinates.
Non-managerial personnel acquire
technical skill & knowledge for a definite
purpose.
It is primarily related with the job
technical skill learning.
DEVELOPMENT
It is a long term process.
It utilizes systematic & organised
procedures.
Managerial personnel get conceptual &
theoretical knowledge & skill or managing.
It is rarely used.
Non-managerial personnel acquire
technical skill and knowledge for a long
term purpose.
It is mainly useful for long term
management development process.
RELATIONSHIP BETWEEN TRAINING,
DEVELOPMENT, AND EDUCATION

Training

Development Education