CHAPTER 9:
TRAINING AND
DEVELOPMENT
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Training & Development
• Training & development
– Represents ongoing investment in employees & realizes
employees are assets
• Importance of training & development
– Rapid technological changes cause skill obsolescence
– Redesign of work brings need for new skills
– Mergers & acquisitions have increased need for integrating
employees into different cultures
– Employees are moving between employers more often,
necessitating training
– Globalization of business requires new knowledge & skills
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Benefits of Training & Development
• Individual employee
– Increased employee marketability
– Increased employee employability security
• Organization
– Improved bottom line, efficiency & profitability
– Increased flexibility in employees who can assume different
& varied responsibilities
– Reduced layers of management
– Makes employees more accountable for results
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Exhibit 9-1
Strategizing Training
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Exhibit 9-2
Levels of Needs Assessment
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Setting Training Objectives
• Align/match identified training needs with
training objectives
• Define objectives in specific, measurable terms
– Desired employee behaviors
– Results expected to follow from such behaviors
• One source of information for setting objectives
– Performance deficiency data contained in performance
management system
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Design & Delivery
• Critical training design issues
– Interference from & difficulty of overcoming
prior training, learning, habits
– Transfer of newly learned skills back to job
• Choice of training environment
approximating or simulating actual working
conditions
– Organizational environment supportive of
training & development
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Computer-Based Instruction
• Benefits
– Self-paced
– Adaptive to different
needs
– Can be customized
– Easy to deliver
– Usually less expensive
to administer
– Can be conducted when
convenient for employee
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• Drawbacks
– Learners must be selfmotivated
– Cost of producing online,
interactive materials
– Lack of interaction with
others may work against
needs & preferred
learning styles
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Evaluation
• Integral part of overall training program
• Provides feedback on effectiveness of
training program
• Evaluation criteria should be established in
tandem with & parallel to training
objectives
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Exhibit 9-3
Four Levels of Training Evaluation
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Exhibit 9-4
Link Between Training & Performance
Management & Compensation
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Reading 9.1
Types of International Work Reported by
Federal Executives
• Collaborating with other agencies/organizations on
international projects (37%)
• Travel abroad (37%)
• Managing programs that provide good/services to other
nations (20%)
• International negotiations (16%)
• International policy development (14%)
• Managing programs that receive/inspect people, goods, &
services from other nations (10%)
• Supervising government workers/contractors abroad (8%)
• Living abroad (3%)
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Reading 9.1
Interculturally Effective Person
•
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•
•
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Adaptation skills
Attitude of modesty & respect
Understanding of concept of culture
Knowledge of host country & culture
Relationship-building skills
Self-knowledge
Intercultural communication
Organizational skills
Personal & professional commitment
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Development System for Global Leaders
Seven Recommendations
1. Build business case for global leadership
competence
2. Build support for developing global leaders
among government agencies & in broader
society
3. Develop model of global leadership competence
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Broad-based leadership knowledge
Generic leadership skills
Agency-, sector-, or country-specific knowledge & skills
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Development System for Global Leaders
Seven Recommendations
4. Integrate global competencies into leadership
selection & development programs
5. Strengthen interagency & public/private
partnerships to provide for global leadership
development
6. Create certification programs for developing
global leaders in government
7. Develop center of excellence
•
Gathers, offers, & spreads best programs, tools, &
resources
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Reading 9.2
Training & Development Framework: Best
Practices Elements
• Plan
– Strategic role of T&D
– T&D value &
administrative policies
– Establishing T&D needs
– Building transfer into
T&D
• Do
– Contents of T&D
– T&D methods &
approaches
• Check
– T&D evaluation strategy
• Act
– Sustaining & advancing
T&D
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Reading 9.2
Tying T&D to Strategic Business Plans
• Intimate & structured linkage between
strategic mission and goals of T&D
program
• T&D goals & processes reviewed &
updated annually around changing strategic
needs
• T&D executives integrated into strategic
planning process
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Reading 9.2
Policies & Values to Support T&D Systems
• Structural
– E.g. linkages between organization’s planning
process & T&D operation
• Policies
– Formal means of communicating T&D expectations
• Value Statements
– Informal & decentralized means of pushing
managers to develop appropriate attitudes
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Reading 9.2
Linking Business Strategy with T&D
• Establishment of T&D needs driven most
often by mission & strategy
• Build transfer into T&D
– Overlap T&D & job contexts
– Integrate T&D & other elements of HR management
system
– Integrate management into T&D process
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Reading 9.2
Determining Content of T&D
• Derive content from
– Strategic objectives
– Culture & values
– Present & predicted competency & skill needs
• Most commonly addressed T&D area is
leadership training
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Reading 9.2
Choosing the Best T&D Method
• Choice of delivery method depends on:
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Organizational culture & values
T&D objective & content
Profiles of trainees & trainers
Financial & technological resource availability
Time
Location
Political constraints
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Reading 9.2
Choosing the Best T&D Method
• Developments occurring with regard to
delivery methods
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Shift toward on-the-job training
Increased efficiency
Exploitation of technology to aid learning
Increased emphasis on teams
Focus on mentoring
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Reading 9.2
Evaluating Value Added by T&D
• Fewer than 20% of organizations conducted
return on T&D investment studies
• Two primary activities for assessing T&D
effectiveness
– Gauging on-site participant reactions to T&D
– Measuring learning by means of behavioral
exercises during T&D
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Reading 9.2
Sustaining & Enhancing Role of T&D
• T&D is central to goals
– Only 15% expressed willingness to cut T&D during
tough times
• Visible presence of T&D at central
organizational level
• Sustained & deepening investment required
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Reading 3
Training Content Decision-Making
Equation
UC = PC - C
UC = usable content
PC = potential content
C = constraints
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Reading 9.3
Adult Learning Theory & Workplace Training
• Employees learn best when understand training
program objectives
– What employee is expected to do (performance)
– Quality or level of acceptable performance (criterion)
– Conditions under which trainee expected to perform desired
outcome (conditions)
• Learn better when training linked to current job
• Learn best when have opportunity to practice
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Reading 9.3
Adult Learning Theory & Workplace Training
• Employees need effective feedback
– Focused on specific behaviors
– Provided as soon as possible
• Employees learn by observing & imitating
– Model’s desired behaviors or skills need to be clearly
specified
– Model should have characteristics (such as age or position)
similar to target audience
• Employees need training program to be properly
coordinated & arranged
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