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Human resource management mondy 13th edition chapter 07

Human Resource Management
13th Edition
Chapter 7
Training and
Development

Copyright © [2014] Pearson Education

7-1


Learning Objectives
• Describe executive onboarding for external hires, define
training and development, and explain factors influencing T&D.
• Describe the T&D process and explain the various T&D
methods.
• Explain mobile learning and describe training and development
delivery systems.
• Describe management development, mentoring, coaching,
and reverse mentoring.
• Define orientation and explain implementing training and

development programs.

Copyright © [2014] Pearson Education

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Learning Objective (Cont.)
• Explain the metrics for evaluating training and development.
• Define organization development (OD) and describe various
OD techniques.
• Distinguish between job security and career security.
• Describe career planning and explain career paths and
career development.
• Describe career development methods, identify various
career paths, and explain global meetings through
telepresence.

Copyright © [2014] Pearson Education

7-3


HRM In Action: Executive Onboarding
For External Hires
• Up to 40% of externally hired
executives fail within first 18 months
• Companies often do a poor job of
onboarding
• Provides a guide to new corporate
culture and its people and personalities

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Training and Development (T&D)
• Heart of a continuous
effort

• Designed to improve
employee:
– Competency
– Organizational
performance
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Training
• Provides workers with knowledge and
skills needed for their present jobs
• Examples:
– Showing workers how to operate a
lathe
– Showing supervisor how to
schedule daily production
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Development
• Learning with a long-term focus
• Goes beyond the worker’s current job
• Prepares employees to keep pace
with organization as it changes and
grows

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Learning Organization
• Recognizes the importance of continuous
performance-related T&D and takes appropriate
action
• Basic characteristics:
– Provides supportive learning environment
– Provides specific learning processes and
practices
– Leadership behavior in organization supports
and reinforces learning
• Learning programs aligned with strategic
corporate goals
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Factors Influencing T&D








Top management support
Shortage of skilled workers
Technological advances
World complexity
Lifetime learning
Learning styles
Other human resource functions
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7-9


Top Management Support
• Without it, T&D program will not succeed
• Most effective way to achieve success is
for executives to provide needed
resources to support T&D effort
• Training professionals are having to do
more with less

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Shortage of Skilled Workers
• Major shortages of future skilled
workers
• Employers are begging for skilled
workers
• Training needs are changing
• Executives are increasingly
demanding additional skills
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Technological Advances
• Change is occurring at an
amazing speed
• Knowledge doubling every year
• No factor has influenced T&D
more than technology

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World Complexity
• World is getting more complex
• Entire world provides opportunities
and threats
• How will training change in this
global environment?

Copyright © [2014] Pearson Education

7-13


Lifetime Learning
• Learning can never stop
• It is a continuous process
• Employees who participate in ongoing
education feel like their careers are
advancing

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Learning Styles
• No best way to learn that suits everyone
• Need to use a wide range of training methods
• Adults retain:
20% of what they read and hear
40% of what they see
50% of what they say
60% of what they do
90% of what they see, hear, say and do
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Blended Training
• Also called blended learning
• Firms use multiple methods to deliver
T&D
• Uses combination of training methods
that are strategically combined to best
achieve training program’s objectives

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Learning Generalizations
• Learners progress in area of learning only
as far as needed to achieve their purposes
• Best time to learn is when learning can be
useful
• Unless there is relevance, meaning, and
emotion attached to the material taught,
trainees will not learn
• Just-in-time training: Provided anytime,
anywhere in the world, when it is needed
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Other Human Resource
Functions
• Other human resource functions can also
have crucial impact on T&D
• If recruitment-and-selection efforts or its
compensation package attract only
marginally qualified workers, firm will
need extensive T&D programs
• Safety and health programs also affected
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7-18


Training and Development (T&D) Process
External Environment
Internal Environment

Determine Specific T&D
Needs
Establish Specific T&D
Objectives

Select T&D Method(s)
and Delivery System(s)
Implement T&D
Programs
Evaluate T&D Programs
Copyright © [2014] Pearson Education

7-19


Determining Specific Training
and Development Needs
Must take a systematic approach to
addressing bona fide needs:
•Organizational analysis
•Task analysis
•Person analysis

Companies now train for specific needs

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Establishing Specific Training and
Development Objectives
• Desired end results must be
determined
• Clear and concise objectives
must be formulated

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Trends & Innovations: Mobile
Learning
• Any learning that takes place via mobile or
portable devices such as cell phones,
personal digital assistants, tablets, media
players and e-readers
• Can take place in setting where the
learning is to be put into practice
• Permits virtually instant feedback and
portability
Copyright © [2014] Pearson Education

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T&D Methods









Instructor-led
E-learning
Case study
Behavior modeling
Role playing
Business games
In-basket training
On-the-job training

• Internships
• Apprenticeship training

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Instructor-Led
• Continues to be effective for many
types of employee training
• Conveys great deal of information in
a relatively short time
• Allows for real-time discussion
• Charisma or personality that the
instructor brings to class
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E-Learning
• T&D method for online instruction
• Takes advantage of technology
for greater flexibility of instruction
• Often most convenient delivery
method for adult learners
• Major advantage is cost
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