第六章 培训与开发.ppt

Chapter6TrainingandDevelopingEmployees,1.LinkingTrainingandDevelopmenttoCompetitiveAdvantage2.HRMIssuesandPractices3.TheManagersGuide,LEARNINGOBJECTIVES,Understandwhyeffectivetraininganddevelopmentprogramsenhancecompetitiveadvantage.Describethestepsinvolvedinmanagementsuccessionplanning.Describethetypeoftrainingprovidedinmanagementdevelopmentprograms.,OpeningCase:GainingCompetitiveAdvantageatTesco,Problem:GettingnewemployeesproperlyorientedtotheirjobsSolution:ProvidinganeffectiveemployeeorientationtrainingprogramHowtheorientationprogramenhancedcompetitiveadvantageEmployeesunderstandtheirroleincustomerservice,helpingtomeetthecompanysgoals,andimprovingtheirmotivationlevelsGoodrelationshipsforgebetweenmanagersandstaff,1.LinkingTrainingandDevelopmenttoCompetitiveAdvantage,Traininganddevelopmentcontributetocompetitiveadvantageby:EnhancingrecruitmentBuildingworkercompetenceReducingthelikelihoodofunwantedturnoverBecostefficient,(1)Enhancingrecruitment,Recruitmentisenhancedwhenapplicantsknowthereisaqualitytrainingprogramavailable.Partofworkerhappinessinacareeristokeepbuildingoncurrentskills.,(2)Buildingworkercompetence,TechnicaltrainingTrainingintechnicalknowledgeandskillsforindividualshiredtofillentry-leveljobsOrientationtrainingTolearnabouttheirjobs,thecompany,anditspoliciesandproceduresLiteracytrainingToimprovebasicskillsinsuchareasaswriting,basicarithmetic,listening/followingoralinstructions,speaking,andunderstandingmanuals,graphs,andschedules,a.Increasingthecompetenceofnewemployees,b.Increasingthecompetenceofcurrentworkers,RemedialtrainingImplementedwhenworkersaredeficientinsomeskillsChange-relatedtrainingUsedtokeepup-to-datewithvariouschangesincludingtechnology,lawsorprocedures,ortheorganizationsstrategicplanInstructionalprogramsfordevelopmentalpurposesProvideemployeeswiththeappropriateskillsneededforhigherlevelpositions,(3)Reducingthelikelihoodofunwantedturnover,Trainingcanpreventunnecessaryterminationsby:BuildingemployeejobskillsImprovingsupervisorscapabilitiesformanaging“underperforming”workersReeducatingpeoplewhoseskillshavebecomeobsolete,allowingtheorganizationtoassignthemtonewjobresponsibilitiesEffectivetrainingprogramscanreduceturnoverbystrengtheningemployeeloyalty.,(4)Thecostefficiencyoftraininganddevelopmentpractices,Mostorganizationsspendagreatdealoftimeandmoneyontraininganddevelopment.Traininganddevelopmentpracticesofmanyorganizationsfailtoresultinanyrealbenefittoemployeesortothecompanyitself.SuccessrateofsuchpracticesinmanyU.S.organizationshasbeenquitedismal.PoorTraininganddevelopmentprogramscontributetolowmoraleandlowproductivity.,2.HRMIssuesandPractices,Stepsintheinstructionalprocessare:Step1:DecidingwhattoteachStep2:DecidinghowtomaximizeparticipantlearningStep3:ChoosingtheappropriatetrainingmethodStep4:EnsuringthattrainingisusedonthejobStep5:Determiningwhethertrainingprogramsareeffective,2.1TheInstructionalProcess,Step1:Decidingwhattoteach,Atrainingneedexistswhen:EmployeesjobbehaviorissomehowinappropriateTheirlevelofknowledgeorskillislessthanthatrequiredbythejobSuchproblemscanbecorrectedthroughtrainingTrainingneedsareprioritizedbasedonthesecriteria:NumberofemployeesexperiencingdeficiencyinaskillTheseverityofthedeficiencyTheimportanceoftheskillformeetingorganizationalgoalsTheextenttowhichskillimprovementcanbeachievedthroughtraining,a.Assessingtrainingneeds,b.Determiningtrainingobjectives,DescribewhatthetraineeshouldbeabletodoasaresultofthetrainingHelpsdeterminecontentoftrainingprogram,Step2Decidinghowtomaximizeparticipantlearning,Tomaximizelearning,theprogramshouldbepresentedinawaythat:GainsandmaintainsthetraineesattentionProvidesthetraineeswithanopportunitytopracticetheskillsbeingtaughtProvidesthetraineeswithfeedbackontheirperformance,Step3:Choosingappropriateinstructionalmethods,On-the-jobtrainingJobInstructiontrainingLectureCasemethodRoleplayingBehaviormodelingComputer-basedinstructionVideotrainingInteractivevideotraining,Step4:Ensuringthattrainingisusedonthejob,OverlearningProvidetraineeswithcontinuedpracticeMatchingcoursecontenttothejobEnsureacloselinkbetweenthetrainingandjobsettingssothatthetraineeswillunderstandhowthelearnedmaterialcanbeappliedtothejobsettingActionplansIndicatesthestepsemployeesplantotaketoapplythenewskillswhentheyreturntothejob,Step4:Ensuringthattrainingisusedonthejob(cont.),MultiphaseprogrammingAftereachsession,traineesaregiven“homework,”thatrequiresthemtoapplythatlessonbackonthejob.Theysharetheresultswithothersinthenextsessiontotrytofindbetterwaystoapplywhattheyhavelearned.PerformanceaidsIncludechecklists,decisiontables,charts,anddiagramsthattraineesuseforguidancebackonthejobPost-trainingfollow-upproceduresIncludeahot-linenumberandinstructorvisitsBuildingasupportiveworkenvironmentSupportofpeersandsuperiors,Step5:Determiningwhethertrainingprogramsareeffective,WhattoevaluateTraineereactionsTestingPerformanceappraisalRecordsoforganizationalperformanceEvaluationdesignPretest:Showthetraineesbaseorpre-traininglevelofknowledge,skill,orperformancePost-test:Showthetraineespost-traininglevelofknowledge,skill,orperformanceControlGroup:Identicalinmakeuptothegrouptrained,excepttheyhavenotreceivedthetraining,2.2ManagementDevelopment,DevelopingasuccessionplanningprogramDesigningtheinstructionalprogram:timingandcontentDesigningtheinstructionalprogram:instructionalmethods,(1)Developingasuccessionplanningprogram,TyingmanagementdevelopmenttoHRplanningDefiningmanagerialrequirementsAssessingmanagementpotentialIdentifyingcareerpathsDevelopingreplacementcharts,(2)Designingtheinstructionalprogram:timingandcontent,TraininggivenbeforecandidatehasbeenplacedNewmanagerswillfeelwellpreparedtoperformtheirnewjobsfromthestart.Disadvantages:Inefficiency,timelapse,andinabilitytorelatethetrainingtothetargetedjobTraininggivenaftercandidatehasbeenplaced.Newmanagershaveanopportunitytoappreciatehowthematerialintheinstructionalprogramapplytotheproblemstheynowface.Disadvantage:Newmanagerswillbeunpreparedwhentheyassumetheirnewjobsandmaythusmakemanymistakes.,a.Timing,b.Content,Shouldbridgegapsinwhatindividualsalreadyknowandwhattheyneedtoknowfortheirnewpositions.,(3)Designingtheinstructionalprogram:instructionalmethods,ClassroominstructionCareerresourcecentersJobrotationMentoringSpecialprojects,3.TheManagersGuide,ProvidingemployeeorientationtrainingAssessingtrainingneedsandplanningdevelopmentalstrategiesProvidingon-the-jobtrainingEnsuringtransferoftraining,3.1TrainingandDevelopmentandtheManagersJob,3.2HowtheHRMDepartmentCanHelp,ProvidingemployeeorientationtrainingContributingtomanagementdevelopmentprogramsProvidingtraininganddevelopmentEvaluatingtraining,3.3HRMS