TRAINING AND TALENT MANAGEMENT

Nature of Training
Training
A process whereby people acquire capabilities to aid

in the achievement of organizational goals.

Includes both hard and soft skills

Poorly trained employees may perform poorly and

make costly mistakes.

Types of Training

Nature of Training
Training
The process whereby people acquire capabilities to

perform jobs

Strategic Training
Employees capabilities aid in the achievement of

organizational goals. Poorly trained employees may perform poorly and make costly mistakes.

Nature of Training
Organizational Competitiveness and Training
Training makes organizations more competitive.

Training helps retain valuable employees.

KSAs = knowledge, skills, abilities

Integration of Performance and Training

Trainers incorporate everyday business issues as

learning examples, increasing the realism of training exercises and scenarios.

FIGURE

Linking Organizational Strategies and Training

Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III.

Training Components
A good training plan deals with the following questions:
Is there really a need for the training? Who should 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?

Establishing Training Objectives and Priorities

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

Training Needs Assessment

Considers issues of employee and organizational performance to determine if training can help. Sources of information to analyze training needs
Organizational

Job
Individual

Training Needs Assessment

Organizational analyses
Analyze organizational outcomes and look at future

organizational needs

Job/Task analyses
Review jobs involved and tasks performed in those

jobs. Comparing requirements of jobs with the KSAs of employees to identify training needs

Individual analyses
Performance appraisals Skill tests Individual assessment tests Records of critical incidents Assessment center exercises Questionnaires and surveys Job knowledge tools Internet input

Elements of Training Design

Training Design: Learning Focus of Training

Learner Readiness
Ability to learn

Learners must possess basic skills (3Rs). Learners must desire and value training. Learners must believe that they can successfully learn the training content.

Motivation to learn

Self-efficacy

Training Design
Auditory Learners

Learning Styles

Tactile Learners

Visual Learners

Learning Styles
Adult Learning Principles
Have need to know why they are learning something. Have need to be self-directed. Bring more work-related experiences into the process. Employ a problem-solving approach in the experience.

Are motivated by both extrinsic and intrinsic factors.

Training Design: Learning Styles (contd)

Behavior Modeling
Copying someone elses 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.

Training Design: Learning Styles (contd)

Transfer of Training
Effective transfer occurs when trainees actually use

on the job what they learned in training.

Trainees take what was learned in training and apply it to the job context in which they work.

Employees maintain use of the learned material over time.

Training Design (contd)

Learner Participation

Active Practice

Spaced Practice

Massed Practice

Training Delivery: Internal Training

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 Passing on bad or incorrect habits

Cross training
Occurs when people are trained to do more than one jobtheirs

and someone elses. For the employer, the advantages of cross training are flexibility and development.

Methods Companies Use to Deliver Training

External Training
Reasons to Choose External Training
May be less expensive

Insufficient time to develop internal training

HR staff may not have the necessary level of expertise Employees interaction with managers and peers in other

companies

Outsourcing of Training
Declining due to cost concerns Greater emphasis on internal linking of training to organizational

strategies

Educational Assistance Programs

Employer reimburse employees for their expenses for courses

taken to complete a college degree.

FIGURE Methods Companies Use to Deliver Training

Orientation: On-Boarding for New Employees

On-Boarding
Reflects that getting new employees, including

executives, to immediately begin performing successfully is important

Several Key Purposes:

Establishes a favorable employee impression of the

organization and the job Provides organization and job information Enhances interpersonal acceptance by co-workers Accelerates socialization and integration of the new employee into the organization Ensures that employee performance and productivity begin more quickly

Orientation: Training for New Employees

Achievements of Effective Orientation

Favorable Impression

Provides Information

Co-Worker Acceptance

Socialization and Integration

Performance and Productivity

e-Learning: Online Training

e-Learning
Using the Internet or an organizational intranet to

conduct training online.

Obstacles to using online training

Keeping up with the rapid change in technological

innovation Knowing when and how much to invest Designing e-courses appropriately

Advantages and Disadvantages of e-Learning

Training Approaches

Cooperative Training

Distance Training/Learning

Training Methods

Instructor-Led Classroom and Conference Training

Simulations and Training

Training Evaluation
Cost-Benefit Analysis
Determine training costs Identify potential savings results Compute potential savings Conduct costs and savings benefits comparisons

Return on Investment Analysis Benchmarking

FIGURE

Balancing Costs and Benefits of Training

Training Evaluation Designs

Post-Measure
Can the individuals perform the way management

wants after training

Pre-/Post-Measure
Measuring performance of a task before and after

training

Pre-/Post-Measure with a Control Group

Test another group (control group) of representatives

who will not be trained, to see if they do as well as those who are to be trained.

FIGURE

Kirkpatricks Levels of Training Evaluation