PowerPoint
Presentation for
Managing Performance
through Training and
Development
Adapted by
Alan Saks
University of Toronto
Copyright © 2019 by Nelson Education Ltd.
1-1
The Training and Development Process
Copyright © 2019 by Nelson Education Ltd.
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Learning Outcomes
After reading this chapter, you should be able to:
• Explain the differences between performance
management, training, and development and how
they are related
• Discuss the role of training and development in
the performance management process
• Explain how training and development benefits
organizations, employees, and society
Copyright © 2019 by Nelson Education Ltd.
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Learning Outcomes
• Explain why some organizations invest more than
others in training and development
• Discuss the context of training and development
and the relationships between the different
factors
• Explain the instructional systems design (ISD)
model of training and development and its
implications for the training and development
process
Copyright © 2019 by Nelson Education Ltd.
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Discussion
Is training and development is the single most
important factor for the competitiveness and
success of the organization?
Why are we in business?
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Introduction
• Training and development (T&D) is important
to employees, organizations, and
customers/clients
• Many serious incidents are caused by a lack of
training, which costs lives and money
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1-6
Introduction
• Success is dependent upon T&D
• T&D a key factor in creativity, innovation, and
transfer of knowledge
• T&D provides a sound return on investment
(ROI)
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1-7
Let’s Try a Questionnaire
• This is a short Questionnaire regarding your
experience and expectations in T&D
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Objective
1
1. Explain the differences between:
 performance management,
 training, development, and
 human resources
development
and how they are related
Performance management is the process of establishing
performance goals and designing interventions and programs to
motivate and develop employees to improve their performance
Training is formal and planned efforts that allow employees to
acquire knowledge, skills, and abilities (KSAs) to improve
performance in their current job (short-term focus)
Human Resource Development is systematic and planned activities
designed to provide employees with an opportunity to learn
necessary skills to meet current and future job demands
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The Performance Management (PM)
Process
• PM involves activities and programs to develop
employees and improve performance
– Establishing or reestablishing performance goals
and expectations—performance goals should be
SMART
– Monitoring employee performance and providing
feedback
– Performance evaluation with consequences
• Employee development plans are critical
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SMART
A goal might be to hold a weekly project meeting with the key
members of your team or to organise and run a continuous test
programme throughout the project.
The acronym SMART has several slightly different variations, which can
be used to provide a more comprehensive definition of goal setting:
S - specific, significant, stretching
M - measurable, meaningful, motivational
A - agreed upon, attainable, achievable, acceptable, action-oriented
R - realistic, relevant, reasonable, rewarding, results-oriented
T - time-based, time-bound, timely, tangible, trackable
(The Trainer’s Notebook – 1.1 pg. 6)
Copyright © 2016 by Nelson Education Ltd.
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The Performance Management
Process
Copyright © 2019 by Nelson Education Ltd.
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Objective
2
2. Discuss the role of training and
development in the performance
management process
Training and Development (T&D)
• Training is formal and planned efforts that
allow employees to acquire knowledge, skills,
and abilities (KSAs) to improve performance in
their current job (short-term focus)
Copyright © 2019 by Nelson Education Ltd.
1-15
Training and Development (T&D)
• Development is formal and planned efforts to
help employees acquire KSAs required to
perform future job responsibilities, i.e., career
goals and organizational objectives (longerterm focus)
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Training and Development (T&D)
• The primary objective of training and
development is to develop and maximize an
organization’s human capital
• Training and development can also facilitate
the development of social capital
– Social capital?
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Objective
3
3. Explain how training and development
benefits organizations, employees, and
society
T&D Benefits
• To organizations
• To employees
• To society
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1-19
T&D Benefits—Organizational
• Strategy: training employees to have
knowledge and skills to help achieve
organizational goals and objectives
• Effectiveness: increases competitive
advantage
• Employee recruitment, engagement, and
retention: attracts, engages, and helps keep
top talent
Copyright © 2019 by Nelson Education Ltd.
1-20
T&D Benefits—Employees
Intrinsic (internal)
Extrinsic (external)
• Improved knowledge and
skills
• Confidence or self-efficacy
• Feelings of increased
usefulness
• Increased sense of
belonging
• Positive attitudes toward
their job and organization
• Higher earnings
• Improved marketability
• Greater security of
employment
• Enhanced opportunity for
advancement and
promotion
Copyright © 2019 by Nelson Education Ltd.
1-21
T&D Benefits—Employees
• T&D Benefits - Employees
?Which is Better?
– Intrinsic vs. Extrinsic
• Pair up
• Comments
– https://padlet.com/thomashoney1/thinking-of-t-d-upuz22pc7efq16cc
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1-22
T&D Benefits—Societal
• Educated and employed population
• Health and safety
• Economy and standard of living
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T&D in Canada
• Just over half of workers (56 percent) have access to
employer-sponsored training; 44 percent have no
access
• Part-time, temporary workers and those less
educated and older are less likely to receive training;
as well as those employed in small- and mediumsized organizations
• Less than half (47 percent) of Canadian organizations
provide training to their employees
Copyright © 2019 by Nelson Education Ltd.
1-24
Objective
4
4. Explain why some organizations invest
more than others in training and
development
T&D in Canada
• Canadian organizations have underinvested in T&D
but latest findings indicate a positive and progressive
trend
• A steady and gradual increase in direct investments
in T&D: ($889 per employee in 2017 compared with
$800 in 2015)
• Average number of hours of training: (32 hours per
employee in 2017 compared with 31 in 2015)
• Canadian organizations continue to invest less than
organizations in the U.S. but the gap has narrowed
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T&D: Investment or Expense?
• Organizations that DO invest:
– View training as an investment
– Expect direct benefits and an ROI
– See T&D as strategic and a driver of success
– Some invest heavily; 1 in 5 spend more than
3 percent of payroll in training
• What can be done to increase training
investments in Canadian organizations?
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Objective
5
5. Discuss the Explain why some
organizations invest more than others in
training and development
T&D Context
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1-32
T&D Context
• Environmental context
–
–
–
–
Global competition
Technology
Labour market
Organizational change
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T&D Context
• Organizational context
– Strategy
•
•
Strategic human resource
management (SHRM)
Strategic training and development
(ST&D)
– Structure
– Culture
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T&D Context
•
Human resources management
systems
–
–
–
–
–
–
–
–
HR planning
Job analysis
Compensation
Recruitment
Selection
Performance appraisal
Health and safety
Labour relations
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T&D Context
• The human resources
system
–
–
Strategic HR management
involves linkages to business
strategy and to one another to
achieve organization’s strategy
These practices form an
integrated HR system known
as a high-performance work
system (HPWS)
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T&D Context
• HPWS is an integrated system of human
resources practices and policies
• Includes recruitment and selection
procedures, performance-contingent incentive
compensation, performance management, a
commitment to employee involvement, and
T&D programs
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1-37
Strategic Model of T&D
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Objective
6
6. Explain the instructional design (ISD)
model of training and development and
its implications for the training and
development process
Instructional Systems Design Model
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1-40
Instructional Systems Design Model
• Rational and scientific model of T&D process
consists of three major overlapping steps that
starts with performance gap or problem:
– Training needs analysis
– Training design and delivery
– Training evaluation
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Instructional Systems Design Model
• The Text follows the ISD model.
• Needs analysis (Chapter 3),
• Training design and delivery (Chapters 4, 5–8),
and
• Evaluation (Chapter 10). Discuss how this is the
basis for the rest of the course and that the
model itself can serve as a valuable study tool
• You will be able to discuss all elements of the
model by the end of the course.
Copyright © 2019 by Nelson Education Ltd.
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Flotation Ltd. Case
• As a final activity we will break into groups
and discuss the Floatation Ltd. Case (page 3031 of your text)
Case is available in the Week 1 Content if do not
have a text yet.
Please read the case and discuss the questions as
a group.
Copyright © 2019 by Nelson Education Ltd.
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Summary
Summary
• Introduced the T&D process and importance
T&D plays in organizations and performance
management
• Explained the benefits of T&D for
organizations, employees, and society
• Examined how T&D is embedded in
environmental and organizational context and
is part of the human resources system
Copyright © 2019 by Nelson Education Ltd.
1-45
Summary
• Discussed the state of training and
development in Canada and challenges faced
related to skill development and productivity
• Illustrated that for training effectiveness it
should be aligned with the organization’s
business strategies and other HR practices,
and be a part of an HPWS
• Introduced the instructional systems design
(ISD) model
Copyright © 2019 by Nelson Education Ltd.
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Key Terms
• ADDIE
• Development
• High-performance work
system (HPWS)
• Human capital
• Instructional systems design
(ISD) model
• Organizational culture
• Performance management
• Skills mismatch
• SMART goals
• Social capital
• Strategic human resource
management (SHRM)
• Strategic training and
development (ST&D)
• Strategy
• Training
• Training bond
• Work engagement
• Work-integrated learning
Copyright © 2019 by Nelson Education Ltd.
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Next Week
Organizational Learning and Motivation
• Chapter 2 pp. 43-61
Copyright © 2016 by Nelson Education Ltd.
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