Training Human

Resources

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 Nature of Training

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 Training Design and Delivery

Criteria and Accommodation of Requiring signing

practices used to individuals with of training
select individuals disabilities contracts

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 • Benefits of Strategic Training
 HR and trainers partner with operating managers to solve
problems, and to make contributions to organizational
results.
 Managers are less likely to think that training alone can
solve performance problems.
• Organization Competitiveness and Training
 Training makes organizations more competitive.
 Training helps retain valuable employees.
 Training helps accomplish organizational strategies.

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 Focusing on
identifying and
addressing root
causes of
performance
problems

Performanc
e Consulting

Documenting and Recognizing the

comparing high interaction of
performers with individual and
typical performers organizational
factors

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 • Global Assignment Training
 Cross-cultural training is crucial to global strategic success
as businesses expand overseas.

Intercultural Competence
Training Components

Cognitive Emotional Behavioral

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 Intercultural Competence Training

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 • Effective training efforts consider the following
questions:
 Is there really a need for the training?
 Who needs to be trained?
 Who will do the training?
 What form will the training take?
 How will knowledge be transferred to the job?
 How will the training be evaluated?

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 • Gap Analysis
 The distance between where an organization is with its
employee capabilities and where it needs to be.

Types of Training Objectives

Knowledge Skill Attitude

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 Elements of Training Design

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 Ability to Learn

Learner
Readiness

Self-Efficacy Motivation to Learn

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 Visual

Learning Style

Auditory Kinesthetic

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 Skills

Learning Transfer

New Knowledge Attitude/ Behavior

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 Training Design (cont’d)

Have need to know why they are

learning something.

Have need to be self-directed.

Adult
Bring more work-related
experiences into the process.
Learning
Principles
Employ a problem-solving
approach to learning.

Are motivated by both extrinsic

and intrinsic factors.

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 • Behavior Modeling
 Copying someone else’s behavior by observing how
another person deals with a problem.
• Reinforcement
 Law of effect states that people tend to repeat behaviors
that are rewarded and avoid behaviors that are punished.
• Immediate Confirmation
 Reinforcement and feedback are most effective when
given as soon as possible after training.

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 • Informal Training
 Training that occurs through interactions and feedback
among employees.
• On-the-Job Training (OJT)
 Based on a guided form of training known as job
instruction training (JIT)
 Problems with OJT
 Poorly-qualified or indifferent trainers
 Disruption of regular work
 Bad or incorrect habits passed on

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 • Cross-Training
 Is training people to do more than one job.
 Increases flexibility and development

• Challenges of Cross-Training
 Is not favored by employees
 Threatens unions with loss of job jurisdiction and
broadening of jobs
 Requires different scheduling during training
 Causes loss of productivity as people learn

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 • Reasons for External Training
 Less expensive to outsource training
 Insufficient time to develop training
 Lack of expertise
 Advantages of interacting with outsiders
• Outsourcing of Training
 Cost and greater emphasis on internal linking of training
to organizational strategies, and other issues.
 Increasing popularity of vendor training/certification
 Government-supported job training
 Educational assistance programs

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 How Does Time-Based
Competition Work?
• Manufacturing - Companies use just-in-time
production and flexible factories, leading to fewer
employees being needed to produce more goods in
less time, with lower costs.
• Sales and Distribution - optimize sales and
distribution channels to prevent the loss of any time-
based gains from refining the manufacturing process.
• Innovation and Product Development - companies
must bring out products faster than their competitors
when it comes to innovation cycles.

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