CHAPTER 9:
TRAINING AND
DEVELOPMENT
O

Training and Development
• Training and development
– Represents ongoing investment in employees and realizes employees are assets

• Importance of training and development
– Rapid technological changes cause skill obsolescence
– Redesign of work brings need for new skills
– Mergers and 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 and skills Benefits of Training and Development
• Individual employee
– Increased employee marketability
– Increased employee employability security

• Organization
– Improved bottom line, efficiency and profitability
– Increased flexibility in employees who can assume different and varied responsibilities
– Reduced layers of management
– Makes employees more accountable for results

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Exhibit 9‐1

Strategizing Training

Exhibit 9‐2

Levels of Needs Assessment

Setting Training Objectives
• Align/match identified training needs with training objectives
• Define objectives in specific, measurable terms
– Desired employee behaviors
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

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Design and Delivery
• Critical training design issues
– Interference from and 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 and development

Computer‐Based Instruction
• Benefits

• Drawbacks

– Self‐paced
– Adaptive to different needs – Can be customized
– Easy to deliver
– Usually less expensive to administer – Can be conducted when convenient for employee

– Learners must be self‐ motivated – Cost of producing online, interactive materials i t ti t i l
– Lack of interaction with others may work against needs and preferred learning styles

Evaluation
• Integral part of overall training program
• Provides feedback on effectiveness of training program • Evaluation criteria should be established in l i i i h ld b bli h d i tandem with and parallel to training objectives 3

Exhibit 9‐3 (Kirkpatrick’s Four‐Level Training Evaluation Model)

Four Levels of Training Evaluation

Exhibit 9‐5

Link Between Training and Performance Management
(Appraisal) and Compensation and Benefits

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Training should be conceptualized, designed, and delivered within a larger strategic context and receive an organization‐ wide commitment to ensure success.

Training and development of employees is a key strategic issue for organizations. Most of the organizations conduct specific, targeted, strategic training and development initiatives as strategic training and development initiatives as a prerequisite for continued success.

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