1. Training Training
andand
Development Development

2. Training and Development Practices Training and Development Practices
within the Integrated HR Systemwithin the Integrated HR System
Training and Development Practices Training and Development Practices
within the Integrated HR Systemwithin the Integrated HR System
Training and Development Training and Development
 Intentional efforts to improve Intentional efforts to improve
current and future performancecurrent and future performance
 By helping employees acquireBy helping employees acquire
• SkillsSkills
• KnowledgeKnowledge
• AttitudesAttitudes
 Required of a competitive Required of a competitive
workforceworkforce

3. Key TermsKey TermsKey TermsKey Terms
 TrainingTraining
 Improving employee competencies needed today or Improving employee competencies needed today or
very soonvery soon
 Typical objective is to improve employee Typical objective is to improve employee
performance in a specific job.performance in a specific job.
 DevelopmentDevelopment
 Improving employee competencies over a longer Improving employee competencies over a longer
period of timeperiod of time
 Typical objective is to prepare employees for future Typical objective is to prepare employees for future
roles.roles.

4. Key Terms (cont’d)Key Terms (cont’d)Key Terms (cont’d)Key Terms (cont’d)
 SocializationSocialization
 Learning how things are done in the organizationLearning how things are done in the organization
• Objective is to teach new employees about the Objective is to teach new employees about the
organization’s history, culture and management organization’s history, culture and management
practices.practices.

5. Learning OrganizationsLearning OrganizationsLearning OrganizationsLearning Organizations
 Learning recognized as a source of competitive Learning recognized as a source of competitive
advantageadvantage
 Use knowledge management: Use knowledge management:
 Make sure knowledge from employees, teams, and Make sure knowledge from employees, teams, and
units is captured, remembered, stored and sharedunits is captured, remembered, stored and shared
 Technologies provide software toTechnologies provide software to
share knowledge electronically share knowledge electronically
 Chief Learning/Knowledge OfficerChief Learning/Knowledge Officer
coordinates activitiescoordinates activities

6. Training and Development within Training and Development within
an Integrated HR Systeman Integrated HR System
Training and Development within Training and Development within
an Integrated HR Systeman Integrated HR System
• Other HR ActivitiesOther HR Activities
• HR PlanningHR Planning
• Job AnalysisJob Analysis
• RecruitmentRecruitment
• SelectionSelection
• MeasuringMeasuring
PerformancePerformance
Global EnvironmentGlobal Environment
• Labour MarketLabour Market
• TechnologyTechnology
OrganizationalOrganizational
EnvironmentEnvironment
Needs AnalysisNeeds Analysis
• OrganizationOrganization
• JobJob
• PersonPerson
• DemographicDemographic
Key Design Key Design
ChoicesChoices
• FocusFocus
• Who receives?Who receives?
• Who delivers?Who delivers?
• Where and when?Where and when?
• What methods?What methods?
• ContentContent
Evaluation Evaluation
and Revisionand Revision
OutcomesOutcomes
•AttitudesAttitudes
•SkillsSkills
•BehaviorBehavior
•PerformancePerformance
•AdvancementAdvancement
•RetentionRetention

7. Socialization
Training
Development
• Competencies that match Competencies that match
strategystrategy
• Cohesiveness and commitmentCohesiveness and commitment
• Improved recruitment and Improved recruitment and
retentionretention
• Improved performanceImproved performance
• Legal compliance and Legal compliance and
protectionprotection
• Smoother mergers and Smoother mergers and
acquisitionsacquisitions
The Strategic Importance of TrainingThe Strategic Importance of Training
and Developmentand Development
The Strategic Importance of TrainingThe Strategic Importance of Training
and Developmentand Development

8. Improving PerformanceImproving PerformanceImproving PerformanceImproving Performance
 Improving ServiceImproving Service
 Training for CustomersTraining for Customers
 ProductivityProductivity
 New TechnologyNew Technology

9. Roles and Responsibilities in Roles and Responsibilities in
Training and DevelopmentTraining and Development
Roles and Responsibilities in Roles and Responsibilities in
Training and DevelopmentTraining and Development
Line Managers
• Link business plans
to TandD
• Participate in
delivery
• Help employees
identify needs
• Support employee
participation
• Reinforce transfer of
learning
• Do OTJ training
HR Professionals
• Identify needs, with
line mgrs
• Help employees to
identify needs
• Communicate TandD
opportunities and
consequences
• Develop/administer
TandD activities
• Train trainers
• Evaluate
Employees
• Identify own needs
• Accept responsibility
for finding
opportunities
• Actively participate
in TandD activities
• Assist with TandD of
coworkers
• Participate in
evaluation of TandD
activities

10. Managers
HR
Professionals
Employees
CooperateCooperate
SupportSupport
TrainTrain
AssistAssist
CommunicateCommunicate
TrainTrain
IdentifyIdentify
AcceptAccept
ParticipateParticipate
Partnership PerspectivePartnership PerspectivePartnership PerspectivePartnership Perspective

11. Determining Training and Determining Training and
Development NeedsDevelopment Needs
Determining Training and Determining Training and
Development NeedsDevelopment Needs
Organization
Needs
Person
Needs
Demographic
Needs
Job
Needs

12. Organizational Needs AnalysisOrganizational Needs AnalysisOrganizational Needs AnalysisOrganizational Needs Analysis
 Assess short­and long­term strategic Assess short­and long­term strategic
objectivesobjectives
 Analyze:Analyze:
 Human resource needsHuman resource needs
 Efficiency indicesEfficiency indices
 Training climateTraining climate
 Resources and constraintsResources and constraints
 Clearly state T and D objectivesClearly state T and D objectives

13. A Supportive Training ClimateA Supportive Training ClimateA Supportive Training ClimateA Supportive Training Climate
 Incentives encourage employees to participateIncentives encourage employees to participate
 Managers make it easy for employees to attend Managers make it easy for employees to attend
T and D programsT and D programs
 Employees encourage each otherEmployees encourage each other
 Use of new competencies is rewardedUse of new competencies is rewarded
 No hidden punishments for participatingNo hidden punishments for participating
 Managers who are effective trainers are Managers who are effective trainers are
rewardedrewarded

14. Job Needs AnalysisJob Needs AnalysisJob Needs AnalysisJob Needs Analysis
 Identify specific skills, knowledge and behavior Identify specific skills, knowledge and behavior
needed in present or future jobsneeded in present or future jobs
 Use job analysis with competency modelingUse job analysis with competency modeling

15. Person Needs AnalysisPerson Needs AnalysisPerson Needs AnalysisPerson Needs Analysis
 Identify the gap between current capabilities and Identify the gap between current capabilities and
those that are necessary or desirable using:those that are necessary or desirable using:
 Output measuresOutput measures
 Self­assessed training needsSelf­assessed training needs
 Career planning discussionsCareer planning discussions
 Attitude surveysAttitude surveys

16. Demographic Needs AnalysisDemographic Needs AnalysisDemographic Needs AnalysisDemographic Needs Analysis
 Determine needs of specific populations of Determine needs of specific populations of
workersworkers
 May be used to determine if all are given May be used to determine if all are given
equal access to growth experiences and equal access to growth experiences and
developmental challengesdevelopmental challenges

17. Assessment Assessment
PhasePhase
Training andTraining and
Development PhaseDevelopment Phase
EvaluationEvaluation
PhasePhase
• Select training media Select training media
and learning principlesand learning principles
• Conduct trainingConduct training
• Establish conditions Establish conditions
for maintenancefor maintenance
• DevelopDevelop
criteriacriteria
• PretestPretest
• Monitor Monitor
trainingtraining
• EvaluateEvaluate
Training and Development ProcessTraining and Development ProcessTraining and Development ProcessTraining and Development Process
Assess needs:Assess needs:
• OrganizationalOrganizational
• JobJob
• PersonPerson
• DemographicDemographic

18. Setting Up a Training andSetting Up a Training and
Development SystemDevelopment System
Setting Up a Training andSetting Up a Training and
Development SystemDevelopment System
 Creating the Right Conditions:Creating the Right Conditions:
 InsightInsight
 MotivationMotivation
 New skills and knowledgeNew skills and knowledge
 Real World PracticeReal World Practice
 AccountabilityAccountability

19. CognitiveCognitive
KnowledgeKnowledge
Skill­Based OutcomesSkill­Based Outcomes
AffectiveAffective
OutcomesOutcomes
Developing Program ContentDeveloping Program ContentDeveloping Program ContentDeveloping Program Content
Program
Content

20. Choosing the Program FormatChoosing the Program FormatChoosing the Program FormatChoosing the Program Format
 Traditional FormatsTraditional Formats
 On­the­jobOn­the­job
 On­site, but not on­the­jobOn­site, but not on­the­job
 Off the jobOff the job
 E­LearningE­Learning
 New technology allows integration New technology allows integration
of multiple learning methodsof multiple learning methods
 Includes teleconferencing, multimedia, computer­Includes teleconferencing, multimedia, computer­
based learningbased learning
 Can speed communication and cut costsCan speed communication and cut costs

21. On the Job TrainingOn the Job TrainingOn the Job TrainingOn the Job Training
 Job instruction trainingJob instruction training
 Apprenticeship trainingApprenticeship training
 Internships and Internships and
assistantshipsassistantships
 Job rotation and Job rotation and
developmental job developmental job
assignmentsassignments
 Supervisory assistance Supervisory assistance
and mentoringand mentoring
 CoachingCoaching

22. Components of a Developmental JobComponents of a Developmental JobComponents of a Developmental JobComponents of a Developmental Job
 Unfamiliar responsibilitiesUnfamiliar responsibilities
 Responsibility for creating changeResponsibility for creating change
 High levels of responsibilityHigh levels of responsibility
 Boundary­spanning requirementsBoundary­spanning requirements
 Dealing with diversityDealing with diversity

23. On­Site, but Not On the Job TrainingOn­Site, but Not On the Job TrainingOn­Site, but Not On the Job TrainingOn­Site, but Not On the Job Training
 Programmed instruction on intranet or Programmed instruction on intranet or
internetinternet
 Videos and CDsVideos and CDs
 Interactive video training: Combines Interactive video training: Combines
programmed instruction with videoprogrammed instruction with video
 TeleconferencingTeleconferencing
 Corporate Universities and executive Corporate Universities and executive
educationeducation

24. Off the Job TrainingOff the Job TrainingOff the Job TrainingOff the Job Training
 Formal coursesFormal courses
 SimulationSimulation
 Vestibule method: simulates actual jobVestibule method: simulates actual job
 Assessment centersAssessment centers
 Role­playingRole­playing
 Business board gamesBusiness board games
 Sensitivity trainingSensitivity training
 Wilderness trips and outdoor trainingWilderness trips and outdoor training

25. On­the­JobOn­the­Job
On­Site, not On­the­JobOn­Site, not On­the­Job
Off the JobOff the Job
Job instructionJob instruction
ApprenticeshipApprenticeship
InternshipsInternships
Job rotationJob rotation
Programmed instructionProgrammed instruction
Interactive video and Interactive video and
web­based trainingweb­based training
TeleconferencingTeleconferencing
Formal coursesFormal courses
SimulationSimulation
Assessment centersAssessment centers
Role playing and sensitivity trainingRole playing and sensitivity training
Wilderness tripsWilderness trips
Program LocationProgram LocationProgram LocationProgram Location

26. Maintaining Performance After TrainingMaintaining Performance After TrainingMaintaining Performance After TrainingMaintaining Performance After Training
 Develop learning points to assist Develop learning points to assist
retentionretention
 Set specific goalsSet specific goals
 Identify reinforcersIdentify reinforcers
 Train significant others to reinforce Train significant others to reinforce
behaviourbehaviour
 Teach trainees self­management skillsTeach trainees self­management skills

27. Evaluating Training and Development: Evaluating Training and Development:
Long­Term Consequences Long­Term Consequences
Evaluating Training and Development: Evaluating Training and Development:
Long­Term Consequences Long­Term Consequences
 OrganizationalOrganizational
 Improved Improved
productivityproductivity
 Lower costLower cost
 Improved customer Improved customer
serviceservice
 Improved retentionImproved retention
 Increased applicant Increased applicant
poolpool
 IndividualIndividual
 Reduced stressReduced stress
 Increased job Increased job
satisfactionsatisfaction
 Career advancementCareer advancement
 Family satisfactionFamily satisfaction
 EmployabilityEmployability