Managing Performance
through Training and
Development
Third Edition
PowerPoint Slides
Dr. Lori Buchart, CD, CHRP
Mount Royal University
© 2013 by Nelson Education Ltd.
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CHAPTER ONE
The Training and
Development Process
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LEARNING OUTCOMES
 Understand the meaning of performance management (PM),
training and development (T&D), and human resources
development (HRD)
 Describe the PM process and the role of T&D
 Describe the societal, organizational, and employee benefits
of T&D
 Discuss T&D in Canada
 Explain the role of the environmental and organizational context of
T&D and the human resources system
 Discuss the meaning of strategic HR, T&D, and high-performance
work systems
 Discuss the instructional systems design model of T&D
© 2013 by Nelson Education Ltd.
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INTRODUCTION
 Value of T&D cannot be underestimated – critical function
 Number of incidents attributable to lack of training, which
cost lives and money
 Success and competitiveness are highly dependent
upon sound T&D – critical to organizational performance
 T&D are key factors in creativity, innovation, and transfer
of knowledge, and are part of the defining factors of best
companies to work for in Canada
 It is a sound investment with an ROI – not a cost!
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PERFORMANCE
MANAGEMENT
Performance management entails:
 Not a single event – it is a continuous loop of:
• (Re-)Establishing performance goals and
expectations
• Designing interventions and programs to develop
employee KSA and overall employee and company
performance
• Monitoring success of interventions and programs
 Employee development plans are critical in this process
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PM PROCESS
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TRAINING AND
DEVELOPMENT
 Training and Development
• Formal and planned efforts that allow one to
acquire KSAs:
–Training: To improve current job performance
(short-term focus)
–Development: To perform future job
responsibilities (longer-term focus) – i.e.,
career goals and organizational objectives
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HUMAN RESOURCES
DEVELOPMENT
 HRD:
• Systematic and planned activities that are
designed by an organization to provide:
–Employees with an opportunity to learn
necessary skills to meet current and future job
demands
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T&D BENEFITS
Organizational
 Increases effectiveness and productivity
 Maintains competitive advantage
 Improves recruitment and retention efforts
 Provides an integrated structure/process to
achieve organization’s business objectives
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T&D BENEFITS
Employees
 Intrinsic and Extrinsic
• Confidence
• Self-efficacy
• Higher earnings
• Promotion/advancement
• Positive attitude/behaviour
• Seek out opportunities
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T&D BENEFITS
Society
 Society
• Skilled workforce
• Increased standard of
living
• Increased global presence
Note: Canada lags in the
category of innovation and
competitiveness
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CANADA STATISTICS
 Can we do better in Canada?
• Number of employees in Canadian organizations
that receive training:
–11 million workers receive some sort of
workplace training as follows:
– More than 2/3 (69%) full-time workers
– 50% part-time employees
– 31% seasonal/contract employees
© 2013 by Nelson Education Ltd.
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INVESTMENT OR
EXPENSE?
 2006 – Canada ranked 21st in T&D spending
 2002 – Canada ranked 12th in T&D spending
 Underinvestment may lead to a gap in essential
skills to remain competitive in today’s global
marketplace
 Must increase spending – not look at it as an
expense, but rather an investment
© 2013 by Nelson Education Ltd.
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QUEBEC TRAINING
LAW
 Passed in 1995 – “1% or training law”
• Only payroll training tax in North America
 Changed way firms structure, organize, and deliver
training:
• Actively planning and implementing training
– Participation increased (1997–2002) from:
– 21% to 33% in Quebec
– 29% to 35% in Canada
• Employers, governments, and unions working
together to find ways to promote
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T&D CONTEXT
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T&D CONTEXT
A. Environmental Context
1.
2.
3.
4.
5.
Global competition
Technology
Labour market
Change
Social climate
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T&D CONTEXT
B. Organizational Context
1. Strategy
2. Structure
3. Culture
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T&D CONTEXT
C. Human Resources Management System
 High-Performance Work System (HPWS)
 Integration with all HR practices and
policies
 Integration with business strategy
… Is Essential
 Influences T&D strategy, policy, and practice
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STRATEGIC T&D
 Business strategy influences HRM strategy
 An integrated/interrelated approach
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INSTRUCTIONAL SYSTEMS
DESIGN MODEL (ISD)
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INSTRUCTIONAL SYSTEMS
DESIGN MODEL (ISD)
 Rational and scientific model of T&D
process consists of three major
overlapping steps:
 Starts with performance gap or itch (problem)
– Training needs analysis
– Training design and delivery
– Training evaluation
 The ISD model guides strategic T&D process
(and the rest of this course)
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SUMMARY
 Investigated strategic T&D processes and drivers of
these processes
 T&D play critical roles in an organization’s
competitive advantage, effectiveness, and
productivity
 Done right, there can be a significant ROI – not
simply an expense
 Discussed state of training in Canada with added
emphasis on the Quebec Training Law and its
effectiveness since its inception
© 2013 by Nelson Education Ltd.
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SUMMARY
 The value of training and development is increased
when linked to SHRM, aligned with other HR
practices (and a HPWS), and tied to an
organization’s business strategy
 Introduced instructional systems design (ISD) model
• Key concepts to be addressed in subsequent
chapters, such as needs analysis, training design
and delivery, and the evaluation of training
programs
© 2013 by Nelson Education Ltd.
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