New Chapter 9

Information about New Chapter 9

Published on August 8, 2014

Author: liaquatarahoo

Source: authorstream.com

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PowerPoint Presentation: CHAPTER 9: TRAINING AND DEVELOPMENT Copyright © 2005 South-Western. All rights reserved. Training & Development: Copyright © 2005 South-Western. All rights reserved. 1 – 2 Training & Development Training & development Represents ongoing investment in employees & realizes employees are assets Importance of training & development Rapid technological changes cause skill obsolescence Redesign of work brings need for new skills Mergers & acquisitions have increased need for integrating employees into different cultures Employees are moving between employers more often, necessitating training Globalization of business requires new knowledge & skills Benefits of Training & Development: Copyright © 2005 South-Western. All rights reserved. 1 – 3 Benefits of Training & Development Individual employee Increased employee marketability Increased employee employability security Organization Improved bottom line, efficiency & profitability Increased flexibility in employees who can assume different & varied responsibilities Reduced layers of management Makes employees more accountable for results Exhibit 9-1 Strategizing Training: Copyright © 2005 South-Western. All rights reserved. 1 – 4 Exhibit 9-1 Strategizing Training Exhibit 9-2 Levels of Needs Assessment: Copyright © 2005 South-Western. All rights reserved. 1 – 5 Exhibit 9-2 Levels of Needs Assessment Setting Training Objectives: Copyright © 2005 South-Western. All rights reserved. 1 – 6 Setting Training Objectives Align/match identified training needs with training objectives Define objectives in specific, measurable terms Desired employee behaviors Results expected to follow from such behaviors One source of information for setting objectives Performance deficiency data contained in performance management system Design & Delivery: Copyright © 2005 South-Western. All rights reserved. 1 – 7 Design & Delivery Critical training design issues Interference from & difficulty of overcoming prior training, learning, habits Transfer of newly learned skills back to job Choice of training environment approximating or simulating actual working conditions Organizational environment supportive of training & development Computer-Based Instruction: Copyright © 2005 South-Western. All rights reserved. 1 – 8 Computer-Based Instruction Benefits Self-paced Adaptive to different needs Can be customized Easy to deliver Usually less expensive to administer Can be conducted when convenient for employee Drawbacks Learners must be self-motivated Cost of producing online, interactive materials Lack of interaction with others may work against needs & preferred learning styles Evaluation: Copyright © 2005 South-Western. All rights reserved. 1 – 9 Evaluation Integral part of overall training program Provides feedback on effectiveness of training program Evaluation criteria should be established in tandem with & parallel to training objectives Exhibit 9-3 Four Levels of Training Evaluation: Copyright © 2005 South-Western. All rights reserved. 1 – 10 Exhibit 9-3 Four Levels of Training Evaluation Exhibit 9-4 Link Between Training & Performance Management & Compensation: Copyright © 2005 South-Western. All rights reserved. 1 – 11 Exhibit 9-4 Link Between Training & Performance Management & Compensation Reading 9.1 Types of International Work Reported by Federal Executives: Copyright © 2005 South-Western. All rights reserved. 1 – 12 Reading 9.1 Types of International Work Reported by Federal Executives Collaborating with other agencies/organizations on international projects (37%) Travel abroad (37%) Managing programs that provide good/services to other nations (20%) International negotiations (16%) International policy development (14%) Managing programs that receive/inspect people, goods, & services from other nations (10%) Supervising government workers/contractors abroad (8%) Living abroad (3%) Reading 9.1 Interculturally Effective Person: Copyright © 2005 South-Western. All rights reserved. 1 – 13 Reading 9.1 Interculturally Effective Person Adaptation skills Attitude of modesty & respect Understanding of concept of culture Knowledge of host country & culture Relationship-building skills Self-knowledge Intercultural communication Organizational skills Personal & professional commitment Development System for Global Leaders Seven Recommendations: Copyright © 2005 South-Western. All rights reserved. 1 – 14 Development System for Global Leaders Seven Recommendations Build business case for global leadership competence Build support for developing global leaders among government agencies & in broader society Develop model of global leadership competence Broad-based leadership knowledge Generic leadership skills Agency-, sector-, or country-specific knowledge & skills Development System for Global Leaders Seven Recommendations: Copyright © 2005 South-Western. All rights reserved. 1 – 15 Development System for Global Leaders Seven Recommendations Integrate global competencies into leadership selection & development programs Strengthen interagency & public/private partnerships to provide for global leadership development Create certification programs for developing global leaders in government Develop center of excellence Gathers, offers, & spreads best programs, tools, & resources Reading 9.2 Training & Development Framework: Best Practices Elements: Copyright © 2005 South-Western. All rights reserved. 1 – 16 Reading 9.2 Training & Development Framework: Best Practices Elements Plan Strategic role of T&D T&D value & administrative policies Establishing T&D needs Building transfer into T&D Do Contents of T&D T&D methods & approaches Check T&D evaluation strategy Act Sustaining & advancing T&D Reading 9.2 Tying T&D to Strategic Business Plans: Copyright © 2005 South-Western. All rights reserved. 1 – 17 Reading 9.2 Tying T&D to Strategic Business Plans Intimate & structured linkage between strategic mission and goals of T&D program T&D goals & processes reviewed & updated annually around changing strategic needs T&D executives integrated into strategic planning process Reading 9.2 Policies & Values to Support T&D Systems: Copyright © 2005 South-Western. All rights reserved. 1 – 18 Reading 9.2 Policies & Values to Support T&D Systems Structural E.g. linkages between organization’s planning process & T&D operation Policies Formal means of communicating T&D expectations Value Statements Informal & decentralized means of pushing managers to develop appropriate attitudes Reading 9.2 Linking Business Strategy with T&D: Copyright © 2005 South-Western. All rights reserved. 1 – 19 Reading 9.2 Linking Business Strategy with T&D Establishment of T&D needs driven most often by mission & strategy Build transfer into T&D Overlap T&D & job contexts Integrate T&D & other elements of HR management system Integrate management into T&D process Reading 9.2 Determining Content of T&D: Copyright © 2005 South-Western. All rights reserved. 1 – 20 Reading 9.2 Determining Content of T&D Derive content from Strategic objectives Culture & values Present & predicted competency & skill needs Most commonly addressed T&D area is leadership training Reading 9.2 Choosing the Best T&D Method: Copyright © 2005 South-Western. All rights reserved. 1 – 21 Reading 9.2 Choosing the Best T&D Method Choice of delivery method depends on: Organizational culture & values T&D objective & content Profiles of trainees & trainers Financial & technological resource availability Time Location Political constraints Reading 9.2 Choosing the Best T&D Method: Copyright © 2005 South-Western. All rights reserved. 1 – 22 Reading 9.2 Choosing the Best T&D Method Developments occurring with regard to delivery methods Shift toward on-the-job training Increased efficiency Exploitation of technology to aid learning Increased emphasis on teams Focus on mentoring Reading 9.2 Evaluating Value Added by T&D: Copyright © 2005 South-Western. All rights reserved. 1 – 23 Reading 9.2 Evaluating Value Added by T&D Fewer than 20% of organizations conducted return on T&D investment studies Two primary activities for assessing T&D effectiveness Gauging on-site participant reactions to T&D Measuring learning by means of behavioral exercises during T&D Reading 9.2 Sustaining & Enhancing Role of T&D: Copyright © 2005 South-Western. All rights reserved. 1 – 24 Reading 9.2 Sustaining & Enhancing Role of T&D T&D is central to goals Only 15% expressed willingness to cut T&D during tough times Visible presence of T&D at central organizational level Sustained & deepening investment required Reading 3 Training Content Decision-Making Equation: Copyright © 2005 South-Western. All rights reserved. 1 – 25 Reading 3 Training Content Decision-Making Equation UC = PC - C UC = usable content PC = potential content C = constraints Reading 9.3 Adult Learning Theory & Workplace Training: Copyright © 2005 South-Western. All rights reserved. 1 – 26 Reading 9.3 Adult Learning Theory & Workplace Training Employees learn best when understand training program objectives What employee is expected to do (performance) Quality or level of acceptable performance (criterion) Conditions under which trainee expected to perform desired outcome (conditions) Learn better when training linked to current job Learn best when have opportunity to practice Reading 9.3 Adult Learning Theory & Workplace Training: Copyright © 2005 South-Western. All rights reserved. 1 – 27 Reading 9.3 Adult Learning Theory & Workplace Training Employees need effective feedback Focused on specific behaviors Provided as soon as possible Employees learn by observing & imitating Model’s desired behaviors or skills need to be clearly specified Model should have characteristics (such as age or position) similar to target audience Employees need training program to be properly coordinated & arranged

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