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MHR405
Training and Development Chapter 1
| Question | Answer |
|---|---|
| 1.What is training? | It’s a planned effort by a company to help employees learn job-related competencies. Such as knowledge, skills or behavior |
| 2.What is training? | The goal of training is for employees to master the competencies and apply them to their job functions. |
| Training for competitive advantage | A company should view training broadly as a way to create intellectual capital.Such as basic skills, advanced skills, an understanding of the customer or manufacturing system, or self-motivated creativity |
| Forces influencing work and learning | 1. Economic cycles 2. Globalization 3. Increased value on intangible assets and human capital 4. Link to business strategy |
| Forces influencing work and learning | 5. Changing demographics and diversity of work force 6. Talent Management 7. Customer service and quality emphasis 8. New technology 9. High-performance work systems |
| Types of capital affected by training :Human Capital | Tacit knowledge, education, work-related know-how & competence |
| Types of capital affected by training : Customer Capital | Customer relationships, brands, loyalty, distribution channels |
| Types of capital affected by training: Social Capital | Corporate culture, management philosophy & practices, informal networking systems, coaching relationships |
| Types of capital affected by training: Intellectual Capital | Patents, copyrights, trade secrets, intellectual property |
| Who provides training? | Departments: human resources (HR), human resource development (HRD), or organizational development (OD.) In-house roles: Trainers, managers, internal consultants, instructional designers, employee experts. |
| Who provides training? | Outsource roles: External consultants, trainers, instructional designers, customized learning solutions. Everyone is constantly learning to stay up to date! |
| High-leverage training | Linked to strategic business goals and objectives. Uses an instructional design process to ensure that training is effective. Compares or benchmarks the company's training programs against training programs in other companies. |
| High-leverage training | Creates working conditions that encourage continuous learning. |
| Continuous learning | Requires employees to understand the entire work system, including the relationships between: their jobs. their work units . the company. |
| A few best practices | Providing educational opportunities for all employees. Performance improvement as an ongoing process (≠ one-time event). |
| A few best practices | Demonstrating the benefits of training to executives, managers, and trainees. Lifelong learning. Training as a method for attaining strategic business objectives. |
| Current trends | Employee engagement. Talent management. Diversity. Customer service and quality emphasis: TQM, Standards. High performance models |
| Employee Engagement | the degree to which employees are fully involved in their work; often includes the strength of their commitment to their job and the company. |
| Employee Engagement | Companies measure employees' engagement levels with attitude or opinion surveys. Surveys show that only about 11% of US employees can be considered “engaged.” |
| Talent management (look at outline) | Attracting, retaining, developing, and motivating highly skilled employees and managers. |
| Customer service and quality emphasis | Contributes to strategic advantage. Several paths to achieve it: Six sigma, TQM, etc. All include (but aren’t limited to) training |
| Total Quality Management (TQM) : A companywide | effort to continuously improve the ways people, machines, and systems accomplish work. |
| Total Quality Management (TQM | Emphasizes preventing errors (rather than finding and fixing) Design methods and processes to meet the needs of internal and external “customers”. Every employee receives training in “quality” |
| Core values of TQM | Cooperation with vendors, suppliers, and customers to improve quality and hold down costs. Data-based progress metrics |
| Standards for quality | The Malcolm Baldrige National Quality Award: the highest level of national recognition for quality that a U.S. company can receive. |
| Standards for quality | Six Sigma |
| Standards for quality | ISO 9000: a family of standards to help companies understand quality system requirements. Includes : how to establish quality standards and how to document work processes |
| six sigma | A process of measuring, analyzing, improving, and then controlling processes once they have been brought within the narrow six sigma quality tolerances or standards. |
| Six sigma | Training can help companies meet the quality challenge by teaching employees statistical process control and engaging in “lean” processes. |
| Lean thinking | involves doing more with less effort, equipment, space, and time, but providing customers with what they need and want. |
| ISO 10015 | - a quality management tool designed to ensure that training is linked to company needs and performance. |
| High performance models of work systems: Work teams | employees interact to assemble a product or provide a service. Also called self-managed teams. |
| High performance models of work systems: training | – teaching employees in a wide range of skills so they can fill in in any team role |
| High performance models of work systems: Virtual teams | Team members separated by time, distance, culture, and/or organizational boundaries who interact mostly over the internet. |
| Training design process: | A systematic approach for developing training programs. Is based on the principles of Instructional System Design (ISD). |
| Training design process | Is sometimes referred to as the ADDIE model because it includes analysis, design, development, implementation, and evaluation Systematic, yet can adapt to business needs |
| Designing Effective Training:Regardless of the specific ISD approach used, all the steps share the following assumptions: | Training design is effective only if it helps employees reach their training objectives. Measurable learning objectives should be identified before the training program begins. |
| Designing Effective Training:Regardless of the specific ISD approach used, all the steps share the following assumptions: | Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process. |
| Technology- based delivery: | Videos, immersive games, webinars Esp. self-paced online delivery |
| Technology- based delivery: Pros | Very efficient Trainee is in charge of own learning Save money by hiring fewer trainers |
| Technology- based delivery: Cons | lack of personal feedback/followup Easy to tune out May not address business need |
| Advantages of technology-based delivery | Makes training more realistic (reflecting work environment). Training can happen anytime, anywhere (including swing shift workers, remote workers). Lowers travel costs. |
| Advantages of technology-based delivery | Provides consistent delivery. Provides greater accessibility. Allows feedback, self-pacing, and practice exercises. |
Created by:
annette1816
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