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Training and Development
Copyright ©2019 Cengage. All Rights Reserved.

Discussion
What economic, social, and political forces have made

employee training even more important today than it was
in the past?

7.1 The Scope of Training
 The term training is often used casually to describe almost any effort
initiated by an organization to foster learning among its members.
 However, many experts distinguish between training, which tends to

be more narrowly focused and oriented toward short-term
performance concerns, and development, which tends to be
oriented more toward broadening an individual’s skills for future
responsibilities.
 The two terms tend to be combined into a single phrase—training

and development—to recognize the combination of activities
organizations use to increase the knowledge and skills of
employees.

A Strategic Approach to Training
 Managers should keep a close eye on their firm’s goals

and strategies and orient their training accordingly.
 Managers should realize that:
 Not all of a firm’s strategic initiatives can be accomplished with
training.
 Not all training programs—no matter how widely they are
adopted by other organizations—will be a strategic imperative for
the firm.
Research shows that an organization’s revenues and overall

profitability are positively correlated to the amount of training it
gives its employees.

Strategic Model of Training and
Development

Phase 1:
Conducting the Needs Assessment
 “Hard skills” – The tangible and teachable skills needed to do a job
 “Soft skills” – Subjective skills that are harder to measure, requiring
more discretion or judgment, but equally valuable in the workplace
 Hard-Skills Training  Soft-Skills Training
 On-the-job training for new  Ethics training
hires  Diversity training
 Basic skills training  Leadership training
 Budgeting and accounting  Communications training
training  Team training
 Machinery operating  Time management training
training  Interpersonal skills training
 IT/computer training
 Customer service training
 Compliance training
Needs Assessment for Training

Organization Analysis (slide 1 of 2)
 Organization analysis – An examination of an

organization’s environment, goals, strategies, performance,
and resources so as to determine what training it should do
 HR personnel typically collect data such as information on

the quality of a firm’s goods or services, its absenteeism,
turnover, and number of accidents.
 The availability of potential replacements and the time

required to train them are important factors in organization
analysis.

Organization Analysis (slide 2 of 2)
 Other issues include:
 Technological change
 Innovation
 Globalization
 Quality and process improvement
 Mergers and acquisition
 Restructuring
 Economic issues
 Public policy issues
 Conducting an organization analysis also involves examining a

firm’s resources—technological, financial, and human—available to
conduct the training.

Task Analysis
Task analysis – The process of determining a

training program’s content by studying the tasks
and duties a job involves
Competency assessment – An analysis of the

set of skills and knowledge needed for decision-
oriented and knowledge-intensive jobs

Person Analysis
Person analysis – The process of determining
the specific individuals who need training in an
organization
 A person analysis helps organizations avoid providing
all employees training when some do not need it.
 A person analysis helps managers determine what
prospective trainees are able to do currently so that
the programs can be designed to provide training that
will benefit them.
Performance appraisal information can be used to

conduct a person analysis.
Phase 2:
Designing the Training Program
 Once you have assessed your firm’s training needs, the
next step is to design the training program.
 Experts believe that the design of training programs

should focus on at least four related issues:
1. The training’s instructional objectives
 Instructional objectives – The desired outcomes of a training
program
2. Readiness of trainees and their motivation
3. Principles of learning
4. Characteristics of instructors

Principles of Learning
All things considered, training programs are likely to be

more effective if they incorporate the principles of learning
A Typical Learning Curve
A person’s training progress, measured in terms of either mistakes or successes, can be

plotted on a learning curve. In many learning situations, there are times when progress
does not occur. Such periods show up on the curve as a fairly straight horizontal line
called a plateau. A plateau can occur because of reduced motivation or because a
person gets discouraged when he does not perform a new task as well as hoped.
Phase 3: Implementing the Training Program—
Training Delivery Methods (slide 1 of 6)
Choosing the right training method depends on

the KSAOs to be learned.
Multiple training methods are often used in

conjunction with different types of learners.

Learning Outcomes
Differ by Training Method

Training Delivery Methods
Traditional classroom instruction delivered by lecturers continues

to be the number-one training delivery method for formally
training employees.
On-the-Job Training
 On-the-job training (OJT) – A method by which employees are given
hands-on experience with instructions from their supervisor or other trainer
 OJT is by far the most common informal method used to train employees.
 Apprenticeship training – A system of training in which a worker entering
the skilled trades is given thorough instruction and experience, both on and
off the job, in the practical and theoretical aspects of the work
Special Assignments
 Special job assignments involve assigning trainees, who are often but not
always on managerial tracks, to different jobs in different areas of a firm,
often in different regions and countries.

The PROPER Way
to Do On-the-Job Training

Video Highlight #1
The Kraft Heinz Corporate Management Trainee
Program is designed to broaden your overall
knowledge of how the multifaceted, multi-national
corporation operates.
“The Corporate Management Training Program at

The Kraft Heinz Company”

Cooperative Training, Internships, and Governmental Training
 Cooperative training – A training program that combines practical on-the-
job experience with formal educational classes
 Internship programs are jointly sponsored by colleges, universities, and a
variety of organizations, and offer students the chance to get real-world
experience while finding out how they will perform in work organizations.
 The federal government and various state governments work together with
private employers to sponsor training programs for new and current
employees at career centers nationwide that take place at American Job
Centers.
Simulations
 Simulations are used when it is either impractical or unwise to train
employees on the actual equipment used on the job.

Games
 Because games have a competitive component and are fun, trainers have
found people are more likely to want to engage with them as well as
remember what they learned from them.
E-Learning
 E-learning – Learning that takes place via electronic media
 Learning management system (LMS) – Online system that provides a
variety of assessment, communication, teaching, and learning opportunities
 A major advantage of e-learning is that it is more efficient and cost effective.
 Just-in-time training – Electronic training delivered to trainees when and
where they need it to do their jobs
 Microlearning – Training sessions that take place in a very short timeframe,
usually 5 minutes or less

Behavior Modeling
 Behavior modeling – A learning approach in which work behaviors
are modeled, or demonstrated, and trainees are asked to mimic
them
Role-Playing
 Role-playing consists of playing the roles of others, often a
supervisor and a subordinate who are facing a particular problem,
such as a disagreement or a performance problem.
Coaching
 Coaching consists of a continuing flow of instructions, comments,
and suggestions from the manager to a subordinate.

Case Studies
 A particularly useful method used in classroom learning situations is
the case study.
Seminars and Conferences

 Seminars and conferences are good for raising points of debate and
discussing issues that have no set answers or resolutions.
 For this reason, seminars and conferences are often used when change
is an organization’s goal.
Blended Learning
 Blended learning – The use of both in-person classroom learning
and online learning

Case Studies

Additional Training and Development
Programs
In addition to training to address the demands of
a particular job, many employers develop
training programs to meet the special needs of
employees, such as:
 Orientation training and onboarding
 Basic skills training
 Team training
 Cross-training
 Ethics and diversity training

Orientation and Onboarding
 Orientation – The formal process of familiarizing new employees
with the organization, their jobs, and their work units
 Orientation is usually conducted by the organization’s HR
department and includes the following:
 An introduction to other employees
 An outline of training
 Attendance, conduct, and appearance expectations
 The conditions of employment, such as hours and pay periods
 An explanation of job duties, standards, and appraisal criteria
 Safety regulations
 A list of the chain of command
 An explanation of the organization’s purpose and strategic goals
 Onboarding – The process of systematically socializing new
employees to help them get “on board” with an organization
Basic Skills Training
 To implement a successful program in basic and
remedial skills, managers should do the following:
 Explain to employees why and how the training will help them in
their jobs.
 Relate the training to the employees’ goals.
 Respect and consider participants’ experiences and use them as
a resource.
 Use a task-centered or problem-centered approach so that
participants learn by doing.
 Give employees feedback on their progress toward meeting their
learning objectives.

Team Training
Team training focused on team roles, group
dynamics, and problem-solving provides skills
needed to function effectively as a team.
Adventure-based learning – The use of
adventures, such as games, trust activities, and
problem-solving initiatives, for the personal and
social development of participants

Team Training Skills

Cross-Training
Cross-training – The process of training
employees to do multiple jobs within an
organization

Ethics Training
 Government contractors and subcontractors with contracts that last for 120 days
or more and are more than $5 million are required by law to have business
ethics codes and compliance policies and procedures.
 Workers who are responsible for areas that expose them to ethical lapses are
likely to require special training.
 Bringing in an outside expert trained in ethics can be helpful as can surveying
employees, managers, and sometimes even customers about what they believe
the ethical state of their companies are and where improvements could be
made.
 Other efforts a firm can take to ensure employees at all levels are behaving
ethically and legally include establishing toll-free ethics hotlines and secure email
addresses where employees can confidentially report violations they have
noticed.
 Chief ethics officers – A high-ranking manager directly responsible for fostering

the ethical climate within the firm

Diversity and Inclusion Training
 Diversity training programs were designed in response to an

increase in globalization, an awareness of the varied demographics
of the workforce, challenges of affirmative action, dynamics of
stereotyping, changing values of the workforce, and potential
competitive payoffs from bringing different people together for a
common purpose.
 Three types of diversity training:
1. Awareness building
2. Training to prevent discrimination, harassment, and associated lawsuits
3. Skill building
 Companies are increasingly focusing on inclusion.
 An inclusive workplace is one in which people are treated fairly and with
respect, and are supported and encouraged to participate in all aspects
of the organization.

Phase 4:
Evaluating the Training Program
 The effectiveness of training can be evaluated on several criteria:
 Participants’ reactions
 The amount of learning they have acquired
 Their behavioral changes on the job
 Bottom-line results such as the program’s return on investment
 Some of these criteria are easier to measure than others, but each
is important in that it provides different information about the
success of the training.
 The combination of these criteria can give a total picture of a
training program to help managers decide where problem areas lie,
what to change about the program, and whether to continue it.

Criteria for Evaluating Training

Discussion
Participants in a training course are often asked to
evaluate the course by means of a questionnaire.
What are the pros and cons of this approach?
Are there better ways of evaluating a course?

The Training Process
Alignment employer’s strategic plans
Training and performance (establishing a linkage
between learning and organizational performance)
ADDIE five-step process
 Analyze
 Design
 Develop
 Implement
 Evaluate

Step 1: Analyzing
Identifying
training needs
Training Needs Analysis — The two main
ways to identify training needs are: task
analysis (an analysis of the job’s
requirements) and performance analysis
(an analysis to verify if there is a
ADDIE
performance deficiency).

Step 2: Designing
Design the program

Setting learning
objectives
Motivational learning
environment
ADDI
E
Step 3: Developing the Program
or Course
Program development
Assembling or creating
ADDIE
Choosing
 Content
 Instructional methods

Step 4: Implementation: Training
Techniques
On-the-job (OJT) training

Job rotation
ADDIE
Informal Learning
Apprenticeship training
Experiential exercises

Step 4: Implementation: Training
Techniques (cont.)
Computer-based
 Simulated
Internet-based
 Learning portals
 Learning management systems
ADDIE

Step 5: Evaluating the Training Effort
Controlled
experimentation
Training effects
to measure
Evaluation in ADDI
practice
E
Managerial Development and Training
 Managerial OJT
 Job rotation: involves moving management
trainees from department to department to
broaden their understanding of all parts of the
business.
 Coaching/Understudy: involves a trainee working

directly with a senior manager or with the person
he/she is to replace, and the latter is responsible
for coaching the trainee.
 Action learning
 Case studies: presents a trainee with a written description of an
organizational problem .
Self-efficacy
Factors that Influence

Benefits of Training
Motivation to Learn
Awareness of Needs
Work Environment
Basic Skills
Goal Orientation
Conscientiousness

Basic Skills that Influence Motivation to
Learn
Cognitive Reading/Writing
ability verbal Skills
comprehension, level of difficulty
quantitative and of materials.
reasoning ability

Transfer of Training
 Conditions for Learning

 Need to know why they should learn.
 Meaningful training content.
 Opportunities for practice.
 Feedback.
 Observe, experience, and interact with
training content, other learners, and
instructor.
 Good program coordination and
administration.
 Commit training content to memory.
Work Environment Characteristics Influencing
Transfer of Training
 Opportunity to use learned capability
 Technological support
 Manager support
 Peer support
 Self-management skills

Action Plan: Goal
Manager’s
Support: Action
Strategies
Plan
Feedback
Expected Outcomes


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Training and Development

Copyright ©2019 Cengage. All Rights Reserved.

What economic, social, and political forces have made

Copyright ©2019 Cengage. All Rights Reserved.

 However, many experts distinguish between training, which tends to

 The two terms tend to be combined into a single phrase—training

Copyright ©2019 Cengage. All Rights Reserved.

 Managers should keep a close eye on their firm’s goals

Research shows that an organization’s revenues and overall

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

 Organization analysis – An examination of an

 HR personnel typically collect data such as information on

 The availability of potential replacements and the time

Copyright ©2019 Cengage. All Rights Reserved.

 Conducting an organization analysis also involves examining a

Copyright ©2019 Cengage. All Rights Reserved.

Task analysis – The process of determining a

Competency assessment – An analysis of the

Copyright ©2019 Cengage. All Rights Reserved.

Performance appraisal information can be used to

 Experts believe that the design of training programs

Copyright ©2019 Cengage. All Rights Reserved.

All things considered, training programs are likely to be

A person’s training progress, measured in terms of either mistakes or successes, can be

Choosing the right training method depends on

Multiple training methods are often used in

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Traditional classroom instruction delivered by lecturers continues

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

“The Corporate Management Training Program at

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Seminars and Conferences

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Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

 Chief ethics officers – A high-ranking manager directly responsible for fostering

Copyright ©2019 Cengage. All Rights Reserved.

 Diversity training programs were designed in response to an

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

Copyright ©2019 Cengage. All Rights Reserved.

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Design the program

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On-the-job (OJT) training

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 Coaching/Understudy: involves a trainee working

Factors that Influence

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Copyright ©2019 Cengage. All Rights Reserved.