Chapter 1
Employee Training &
Development
Ch. 1: Introduction
HRM 452-Learning & Development
Asst Prof. Maytha Al Ali
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Importance of Training
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
There are many challenges and opportunities in the workplace
today

Training equips individuals with necessary knowledge, skills, and
abilities

Training serves to attract employees to companies, engages,
them, and promotes retention

Training helps to create a competitive advantage
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Key Components of Learning
How training, development, informal learning, and knowledge
management contribute to business success?
Training refers to
a planned effort
by a company
to facilitate
learning of jobrelated
competencies
Development refers
to training as well as
formal education
The goal of
training is for
employees to
master the
knowledge, skills,
and behaviors
emphasized in
training and apply
them to their dayto-day activities
Key Components of Learning
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Learning
 Acquiring knowledge, skills,
competencies, attitudes, or
behaviors
Training
 Facilitates learning job-related
competencies, knowledge, skills
or behavior
Human Capital
 Knowledge
 Advanced skills
 System understanding and
creativity
 Motivation to deliver highquality products and
services
Development
 Future focused—includes formal
education, job experiences,
relationships, and assessments
Formal Training and Development
 Developed and organized by the
company
Key Components of Learning


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Formal learning

Organized by the company

Employee are required to attend
or complete the learning
program.

Approved by the manager

Occur in a formal learning
setting

Breadth, depth, and timing is
controlled by the company
Informal learning

Learner initiated

Occurs without a trainer or
instructor

Motivated by an intent to
develop

Does not occur in a formal
learning setting

Breadth, depth, and timing is
controlled by the employee
Explicit Knowledge
Well documented, easily
articulated, and easily transferred
from person-to-person
Primary focus of formal training
Tacit Knowledge
Personal knowledge based on
individual experiences that is
difficult to codify
Facilitated by informal learning
 Knowledge Management
Tools, processes, systems,
structures, and cultures to improve
the creation, sharing, and use of
knowledge
Types of Learning

Training

Coaching

Mentoring

Personal Development plans

Performance management

Talent management

Creating and curating learning content : articles,
blog posts, videos, e-learning courses.
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Systematic Training Design
This training design process is based on principles of
Instructional System Design (ISD).
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1
ADDIE
Analysis
Evaluation
Implementation
Design
Development
Flaws of the Instructional
System Design (ISD) Model
1

In organizations, the training design process rarely follows the neat,
orderly, step-by-step approach of activities

In trying to standardize their own ISD method used in the training
function, some organizations require trainers to provide detailed
documents of each activity found in the model

The ISD implies an end point: evaluation

Many companies claim to use an instructional design approach but
dilute its application
Overcoming the Flaws of the ISD
Model
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
The training design process should be systematic, yet flexible
enough to adapt to business needs

Different steps may be completed simultaneously

Designing training unsystematically will reduce the benefits that
can be realized

Training may not even be necessary and may result in a waste of
time and money
Forces Impacting Learning

Economic cycles

Globalization



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
Generational
differences
Value of intangible
assets and human
capital

Talent management

Customer service and
quality emphasis
Focus on links to
business strategy

New technology

High-performance
models of work systems
Changing
demographics and
diversity
Economic Cycles
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
In difficult times, companies may be tempted to reduce training
expenditures

However, doing so may be detrimental

For example, companies that used more selective staffing and
training before the recession of 2009 performed better and
recovered more quickly
Globalization
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
Global companies must find talented employees

Expatriates require training for success

Individuals from different countries come to the U.S. for low-skill
work and highly technical positions

There are pros and cons of outsourcing
Intangible Assets
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Implications
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
Knowledge workers are becoming more important

A greater focus on employee engagement is needed

There is an increasing need for companies to become “learning
organizations”
The Aging Workforce
Five Generations at Work
Traditionalist (Year Born 1925-45)
Baby Boomers (Year Born 1946-64)
Generation X (Year Born 1965-80)
Generation Y—Millennials (Year
Born 1981-95)
Generation Z—Digital Natives (Year
Born 1996- )
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Managing Diversity

Communicating effectively

Coaching, training, and developing

Providing performance feedback that is free of stereotypes

Recognizing and responding to generational differences

Allowing employees of all backgrounds to be creative and
innovative
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Talent Management



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Systematic, planned, and strategic effort by a company to attract, retain, develop, and
motivate highly skilled talent
Key components

acquiring and assessing employees

learning and development

performance management and compensation
It’s important for a number of reasons:

Changes in demand for certain occupations and jobs

Anticipated retirement of baby boomers

Cognitive and interpersonal skill requirements

Developing managerial talent
New Technology

Technology has changed how we train

Training can occur at any time, anywhere

Training is more consistent and more realistic

More individuals can now be trained

Knowledge can be shared by readily

Trainers roles have evolved

Many organizations used blended training methods
Challenges with New Technology

Not all trainees may be comfortable with technology

It may be difficult to engage trainees and ensure compliance with training

Some trainees may desire greater “live” interaction with trainers
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High Performance Systems
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
Work teams
 Employees interact to assemble a product or provide a service

Cross training
 Training employees in a range of skills to fill roles needed to be
performed

Virtual teams
 Teams separated by time, geographic, and organizational
boundaries
Who Is in Charge of Training?
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
Training and development can be the responsibility of professionals in
human resources, human resource development, or organizational
development

Human resource development refers to the integrated use of training
and development, organizational development, and career
development to improve individual, group, and organizational
effectiveness

Although training may be a formal responsibility of someone’s job,
employees at all levels of the company play a role in the success of
training