ch05 training and development(人力资源管理-南京大学,赵署明)

Prof. Shuming Zhao Review Questions 1. What are the three ways in which effective HR planning can enhance a firms competitive advantage? 2. What is human resource planning? 3. What is Job analysis? 4. What criteria de we consider when we recruit expatriates? 5. How to conduct an job interview? Prof. Shuming Zhao Lecture Five Training and Development Prof. Shuming Zhao Issues n What is the difference between training and development? n What are the training and development programs? n What is global training? n How to train expatriates? n What are the factors associated with appraisal of expatriate managerial performance? Prof. Shuming Zhao 有效培训 Effective Training Employee Orientation ActivitiesNew Employees Orientation Program New concepts for employee training Passed is passed. Everyone has his or her own development process. Learning is a way of life 学习是生活的一种方式 Prof. Shuming Zhao Employees should have five Cs n Confidence 信心 n Competence 能力 n Communication 沟通 n Creation 创造 n Cooperation 合作 Prof. Shuming Zhao n “There are five principles for a learning organization: Personal Mastery, Developing the Mental models, Shared Vision, Team Learning and Systematic Thinking.” -Peter Senge Prof. Shuming Zhao Key Features of a Learning Organization Feature Continuous Learning Knowledge generation and Sharing Critical systematic thinking Learning culture Encouragement of flexibility and experimentation Valuing of employees Prof. Shuming Zhao An Learning Organization pays much attention to training and development of employees. Prof. Shuming Zhao Components of Instructional Design Conducting needs assessment Ensuring employees readiness for training Creating a learning environm ent Ensuring transfer of training Selecting training methods Evaluating training programs Prof. Shuming Zhao The Needs Assessment Process Organization analysis Person analysis Task analysis In what do they need training? Legislation Lack of basic skills Poor performance New technology Customer request New products Higher performance standards New jobs What trainees need to learn Who receive training Type of training Frequency of training Buy-versus- build training decision Prof. Shuming Zhao I. Training and Development n Training and development is a planned, continuous efforts by management to improve employee competency levels and organizational performance. n Training is designed to proved learners with knowledge and skills needed for their present jobs. (showing a worker how to operate a lathe or supervisor how to schedule daily production) n Development involves learning that looks beyond todays job. It has a more long-term focus. Prof. Shuming Zhao Training and Development n Responsibility for training and development is traditionally one of the HR departments core function. n In order to compete successfully in a global market, more firms are focusing on the role of human resources as a critical part of their core competence and a source of competitive advantage. n A number of forward-thinking global firms have become or striving to become learning organizations. Prof. Shuming Zhao Training and Development n Learning organizations are firms that recognize the critical importance of continuous performance-related training and development and take appropriate action to provide them. The view training as a strategic investment rather than a budgeted cost. n Training is an investment in a person. The employer invests money, and the employee invests time (and sometimes money as well). It is clear that certain kinds of investment in human capital are well rewarded by the labor market. (Compare the value a MBA, Computer science, MD degree with that of a high school diploma) Prof. Shuming Zhao Corporate Strategies Business Development Plans Communication Divisional/Departmental Feedback Training plans Individual Training Plans Training provision II. The Relationship between Business Needs and Training provision Prof. Shuming Zhao The Training Cycle Analyzing Needs Evaluating Planning and Training Designing the Approach Delivering the Developing the Training Training Materials Prof. Shuming Zhao Training and Development n Orientation: The guided adjustment of new employees to the company, the job, and the work group. n Purpose: to create an initial favorable impression, to enhance interpersonal acceptance, and to reduce turnover n Areas: the employment situation (job, department, company), company policies and rules, compensation and benefit, corporate culture, team membership, employee development, dealing with change, and socialization Prof. Shuming Zhao Training and Development n Global Orientation: for the employees and the family n Effective employee orientation is essential for employee success overseas. Global orientation is the guided adjustment of employees to the companys overseas operation, the global job, the global work groups, and the country that will be the expatriates home for the term of the assignment. n An effective global orientation program prepares the employee and the family for relocation. Prof. Shuming Zhao Training and Development Approaches n On-the-Job Training (OJB): An informal approach to training in which an employee learns job tasks by actually performing them. n Cooperative Training Program (two methods) n Internship: a form of on-the-job training (advantageous to both employers and interns.) n Apprenticeship: a employee with on-the-job experience under the guidance of a skilled and certified worker. Prof. Shuming Zhao Training and Development Approaches n Simulation: A training approach that uses a training site set up to be identical to the work site. In this setting, trainees can learn under realistic conditions but be away from the pressures of the production schedule. n Degree Programs n Non-degree Programs Prof. Shuming Zhao Typical Training Responsibilities HR Unit n Prepares skill-training materials n Coordinates training efforts n Conducts or arranges for off- the-job training n Coordinates career plans and employee development efforts n Provides input and expertise for organizational development Managers n Provide technical information n Monitor training needs n Conduct on-the-job training n Continually discuss employees growth and future potential n Participate in organizational change efforts Prof. Shuming Zhao Factors That Influence Employee Performance and Learning Ability and skill Attitude and motivation Understand need to perform Necessary resources Interference from other job demands Opportunity to perform Standard to judge successful performers Positive consequences Performance and Learning Prof. Shuming Zhao Work Environment Characteristics Influencing Transfer of Training Transfer of training Climate for transfer Opportunity to use learned capability Self- management skills Technological support Manager support Peer support Prof. Shuming Zhao III. Global Training: How to Design a Program for the MNC (Steps) n Assessing global training needs. n assisting management to think globally. n Creating a global training strategy. n Designing a guidelines for global training. n Developing a global training curriculum. n Selecting and training global managers and trainers. n Managing a multinational training system. Prof. Shuming Zhao What is Global Training? n Global Training means reaching commonly defined goals with people from cultures other than ones own while treating the others culture with deep integrity. n Global training facilitates the transfer of knowledge or skills so it can be used appropriately in the receiving environment. n Global training creates a climate in which changes in attitude, behavior, and perceptions are achieved through the sharing of knowledge and technology in a culturally appropriate way. Prof. Shuming Zhao Global Training n Training for the global organization must provide a framework for changing the mindset of the executives, managers, and employees to focus on globalization. n Global organizations like IBM, GE, McDonalds, Ford, Shell, Philips, Sony, NCR, Unilever, etc. have shed their national identity, are highly adaptive to changes in the environment, and are extremely sensitive to all global trends that affect the future. It requires a completely different mindset and very adaptable managers and corporate cultures. Prof. Shuming Zhao Assessing Global Training needs Some considerations for assessing global needs are: n Identifying employees who work in cross-cultural situations n Determining who is to be trained and how. n Identifying topic areas that are currently not being covered. n Starting with the end result of training-the objective. Prof. Shuming Zhao Assisting Management to Think Globally n Global managers must learn how to collaborate with partners worldwide, gain as much knowledge as possible from each interaction, and transmit that knowledge quickly and effectively throughout their worldwide operations network. This expertise requires managers who have been the desire to lean and the skills to quickly and continuously learn from the culturally diverse global workforce. Prof. Shuming Zhao Creating a Global Training Strategy n A truly competitive global company focuses its strategy on four major factors: organizational structure, management activities and processes, people, and culture. Firms have to align the training strategy with the company strategy. n A Process to develop a strategy: 1. Determine the organizations value 2.Create a global training mission 3. Examine internal and external environments that affect the training 4. Identify training goals and objectives 5. Identify action steps to accomplish the plan 6. Test strategic goals and objectives 7. Design a system to obtain feedback about the plans results Prof. Shuming Zhao Designing Guidelines for Global Training Designing training courses for the multicultural workforce poses a distinct challenge. Instructional designers know that they cannot simply translate the training materials into a variety of languages. They must consider the program design-each word and each activity-from the standpoint of impact on the specific culture. n Analyze n Design n Develop n Implement n Control Prof. Shuming Zhao Developing a Global Training Curriculum n Category 1-Cultural Awareness It is an introductory course in working with people from other countries. Most training in this category consists of understanding how culture affects work relationships and how understanding these differences can promote teamwork and productivity within an organization. Modules: Global business thinking Cross-cultural awareness Cross-cultural communication Working cross cultures Prof. Shuming Zhao Developing a Global Training Curriculum n Category 2-Multicultural Communication It is a course focusing on communication between cultures. Although it is not language training, special consideration is focused on the varying degrees of language capabilities. Modules: Language and culture International protocol International teambuilding Prof. Shuming Zhao Developing a Global Training Curriculum n Category 3-Country-specific Training Pre-departure orientation program: politics, economics, society, culture, business, management,etc. Culture-specific training: USA 1 Establishing base camp: getting acquainted, setting the stage, confirming objectives, exploring participants own culture and values and speaking English. 2 Becoming acquainted with the terrain: living each day in New York, exploring your new neighborhood and discovering USA, and recognizing cultural differences (similarities) that can make a difference. Prof. Shuming Zhao Developing a Global Training Curriculum Culture-specific training: USA 3 Face to face: the major challenge: communicating with confidence and interacting effectively with Americans; pitfalls, possibilities, practice, and more practice 4 Making a meaningful life as a foreigner: fulfilling special responsibilities, pursuing special opportunities in China; adjusting successfully, contributing significantly; planning encouraging entrance strategies that will work,and creating your foreign community 5 Connecting, reviewing and confirming. Prof. Shuming Zhao Developing a Global Training Curriculum n Category 4-Executive Development n Global briefings and roundtables n International executive seminars n Global project team management: Modules: 1. The International project managers Role 2. Project Planning and Organizing Tools 3. Project monitoring and Control 4. Global Leadership skills 5. Case Studies, instruments, demonstration problems and personal development contract Prof. Shuming Zhao Developing a Global Training Curriculum n Category 5-Host-country workforce training The focus of training for the host-country workers should encompass: 1. What kinds of behavior the workers can expect? 2. Why the expatriate manager may behave in an unpredictable, unconventional, and often unacceptable way from the host-country culture point of view 3. How to cope effectively with cultural differences Prof. Shuming Zhao Selecting and Training Global Managers and Trainers According to Sylvia B. Odenwald, The most common selection criteria (listed in order of importance) were (50 companies out of 78 responded ): n Technical expertise n Management ability n Previous overseas experience n Personality profiles n Language skills n Previous successful work n Cultural sensitivity n Career potential n Company experience n Interpersonal skills n Flexible Prof. Shuming Zhao IV. Managing a Multinational Training System Thinking globallyacting locally has become the call to action for multinational corporations. American Society for Training and development (ASTD) Task Force suggests the following: n Developing a global focus n Operating regionally n Understanding local government regulations n Building training alliances n Determining costs Prof. Shuming Zhao Expatriates Training Effective Pre-departure Training Programs n Cultural Awareness Programs: to foster an appreciation of the host-countrys culture so that expatriates can behave accordingly or at least develop appropriate coping patterns. n The components of cultural awareness program vary according to country of assignment, duration, purpose of the transfer, and the provider for such a program. Prof. Shuming Zhao Expatriates Training n Preliminary Visits: A well-planned overseas trip for the candidate and spouse provides a preview that allows them to assess their suitability for and interest in the assignment. n Language Training: n English as world business language. n Host country language skills and adjustment (the ability to speak a foreign language can improve the expatriates effectiveness and negotiating ability.) n Knowledge of the corporate language (multinationals should adopt a common company language to facilitate reporting standardization and other control mechanisms, particularly normative control.) Prof. Shuming Zhao Expatriates Training n Practical Assistance: Many multinationals now take advantage of relocation specialists to provide this practical assistance. Prof. Shuming Zhao Expatriates (HCNs) Training n International Training of HCNs: HCNs can be transferred into the parent country, into either its headquarters of home- subsidiary operations. n Expatriates need the same pre-departure training programs as designed for expatriates assignments. Prof. Shuming Zhao V. Developing International staff and Multinational Teams n Establishing truly global operations means having a team of international managers (PCNs, HCNs, and TCNs) who are available to go anywhere in the world. n Developing larger pools of employees with international experience by short-term development assignments. n International job rotation, a well-established technique for developing multinational teams. Prof. Shuming Zhao Developing International staff and Multinational Teams n Common training and developing programs attended by PCNs, TCNs, and HCNs. (The Global Leadership Program at the University of Michigan: five-week program, teams of American, Japanese, and European executives learn global business skills through action learning, to build cross-cultural teams, the program utilize seminars and lectures, adventure- based exercises, and field trips to investigate business opportunities in countries such as China, India and Brazil. The objective is to produce individuals with a global perspective.) Prof. Shuming Zhao Developing International staff and Multinational Teams n International Meetings in various locations have also become important forums for fostering interaction and personal networks. n Management Development n Individual Career Development Prof. Shuming Zhao Managing Diversity Through Diversity Training Program n To successfully manage a diverse work force, companies need to ensure that n Employees understand how their values and stereotypes influence their behavior n Employees gain an appreciation of cultural differences among themselves n Behaviors that isolate or intimidate minority group member improve Prof. Shuming Zhao Attitude Awareness and Change Programs n Attitude awareness and change programs focus on increasing employees awareness of differences in cultural and ethnic backgrounds, physical characteristics, and personal characteristics that influence behavior toward others. Prof. Shuming Zhao Behavior-Based Programs n Behavior-based programs focus on changing the organizational policies and individual behaviors that inhibit employees pe