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1 McGraw-Hill/Irwin ©2008 The McGraw-Hill Companies, All Rights Reserved

 Introduction (1 of 3)
Boston Pizza International, Bowater’s
Coated and Specialty Paper Division,
Americredit, and Home Depot illustrate
how training can contribute to
companies’ competitiveness

Competitiveness – a company’s ability to

maintain and gain market share in an
industry

1-2
 Introduction (2 of 3)
Although they are in different types of
businesses, they each have training
practices that have helped them gain a
competitive advantage in their markets
Issues affecting companies and
influencing training practices:
– customer service
– employee retention and growth
– doing more with less
– quality and productivity
1-3
 Introduction (3 of 3)
The training practices have helped
Boston Pizza International, Bowater’s
Coated and Specialty Paper Division,
Americredit, and Home Depot:
– grow the business, and
– improve customer service, by
– providing employees with the knowledge and
skills they need to be successful

1-4
Human Resource Management
Policies, practices, and systems that
influence employees’:
– behavior
– attitudes
– performance
HRM practices play a key role in
attracting, motivating, rewarding, and
retaining employees

1-5
 What is Training?
Training – a planned effort by a
company to facilitate employees’
learning of job-related competencies
– Competencies – knowledge, skills or behavior
critical for successful job performance
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
1-6
 High-Leverage Training
Linked to strategic goals and
objectives
Uses an instructional design process to
ensure that training is effective
Compares or benchmarks the
company’s training programs against
training programs in other companies
Creates working conditions that
encourage continuous learning
1-7
 Continuous Learning (1 of 2)
Requires employees to understand the
entire work system including the
relationships among:
– their jobs
– their work units
– the entire company

1-8
 Continuous Learning (2 of 2)
Employees are expected to:
– acquire new skills and knowledge
– apply them on the job
– share this information with other employees

Managers take an active role:

– in identifying training needs
– helping to ensure that employees use training
in their work

1-9
 Training and Performance
Emphasis on high-leverage training has
been accompanied by a movement to
link training to performance
improvement

Training is used to improve employee

performance

This leads to improved business

1-10
results
Training and Performance: Today’s
Emphasis (1 of 2)
Providing educational opportunities for all
employees

An on-going process of performance

improvement that is directly measurable
– not one-time training events

The need to demonstrate the benefits of

training
– to executives, managers, and trainees

1-11
Training and Performance: Today’s
Emphasis (2 of 2)
Learning as a lifelong event
– senior management, training managers, and
employees have ownership

Training used to help attain strategic

business objectives
– helps companies gain a competitive
advantage

1-12
Training Design Process

1-13
Instructional System Design (ISD)
Refers to a process for designing and
developing training programs

There is not one universally accepted

ISD model

ISD process should be:

– systematic
– flexible enough to adapt to business needs
1-14
Assumptions of ISD Approaches
(1 of 2)

Training design is effective only if it

helps employees reach instructional or
training goals and objectives

Measurable learning objectives should

be identified before training

1-15
Assumptions of ISD Approaches
(2 of 2)

Evaluation plays an important part in:

– planning and choosing a training method
– monitoring the training program
– suggesting changes to the training design
process

1-16
Forces Influencing the Workplace and Training:
(1 of 2)

Globalization
– offshoring
Need for leadership
Increased value placed on intangible assets
and human capital focus on link to business
strategy
Attracting and retaining talent
1-17
Customer service and quality emphasis
Forces Influencing the Workplace and Training:
(2 of 2)

Changing demographics and diversity

of the work force
New technology
High-performance models of work
systems
Economic changes

1-18
 Intangible Assets
Cannot be touched and are
nonmonetary, however equally as
valuable as financial and physical
assets. They include:
– human capital
– customer capital
– social capital
– intellectual capital

1-19
Increasing Intangible Assets
Increase human capital by focusing on
attracting, developing, and retaining
knowledge workers
A management style of developing and
empowering employees
Capability to adapt to change
– Learning organization – embraces a culture of
lifelong learning, enabling all employees to
continually acquire and share knowledge

1-20
Focus on Link to Business Strategy
Design and development of learning
activities that helps companies:
– successfully implement strategy
– reach business goals

Leadership and management

development training programs:
– classroom instruction
– e-learning

1-21
Core Values of Total Quality Management
(TQM) (1 of 2)
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

1-22
 Core Values of TQM (2 of 2)
The company promotes cooperation
with vendors, suppliers, and customers
to improve quality and hold down costs

Managers measure progress with

feedback based on data

1-23
 Categories and Point Values for the Malcolm
Baldrige National Quality Award Examination
Leadership 120 points
Measurement Analysis and Knowledge 90 points
Management
Strategic Planning 85 points
Human Resource Focus 85 points
Process Management 85 points
Business Results 450 points
Customer and Market Focus 85 points
Total Points 1,000 points
1-24
ISO 9000:2000 quality standards
The ISO 9000:2000 standards were
developed by the International
Organization for Standardization (ISO)
in Geneva, Switzerland

ISO 9000 is the name of a family of

standards
– ISO 9001
– ISO 9004

1-25
 Six Sigma process
The six sigma process refers to:
– measuring processes
– analyzing processes
– improving processes
– controlling processes

1-26
Comparison of the Age of the 2004
and 2014 Labor Force

1-27
Skills Needed to Manage a Diverse
Work Force: (1 of 2)
Communicating effectively with
employees from a wide variety of
backgrounds

Coaching, training and developing

employees of different ages,
educational backgrounds, ethnicities,
physical abilities, and races

1-28
Skills Needed to Manage a Diverse
Work Force: (2 of 2)
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
creative and innovative

1-29
How Managing Cultural Diversity Can
Provide Competitive Advantage

1. Cost
argument

2. Resource-
3. Marketing
acquisition
argument
argument
5. Problem- 6. System
4. Creativity solving flexibility
argument argument argument
1-30
 New Technology
Internet has created a new business
model:
– e-commerce
Advantages of technology:
– reduced travel costs
– greater accessibility to training
– consistent delivery
– ability to access experts
– share learning
– creating a learning environment
– greater use of a contingent work force 1-31
 High-Performance Models of
Work Systems
Work teams – involve employees with
various skills who interact to assemble a
product or provide a service
Cross training – training employees in a
wide range of skills so they can fill any
of the roles needed to be performed on
the team
Virtual teams – separated teams relying
almost exclusively on technology to
interact and complete their projects
1-32
Use of New Technology and Work Design Needs
to be Supported by Specific HRM Practices
(1 of 2)
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

1-33
Use of New Technology and Work Design Needs
to be Supported by Specific HRM Practices:
(2 of 2)
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

1-34
Questions and Answers about
Training Practices

1-35
Percentage of Companies Providing
Different Types of Training

1-36
The 2004 ASTD Competency
Model

1-37