Chapter 1 Introduction to Employee Training and Development 1

Transcription

1 noe0490x_fm.qxd 7/1/08 11:11 AM Page xiii Chapter 1 Introduction to Employee Training and Development 1 Forces Affecting the Workplace Make Training a Key Ingredient for Company Success 1 Introduction 3 What Is Training? 3 Designing Effective Training 5 The Forces Influencing Working and Learning 7 Globalization 8 The Need for Leadership 9 Increased Value Placed on Intangible Assets and Human Capital 10 Focus on Link to Business Strategy 13 Attracting and Retaining Talent 13 Customer Service and Quality Emphasis 16 Changing Demographics and Diversity of the Work Force 19 New Technology 21 High-Performance Models of Work Systems 23 Economic Changes 25 Snapshot of Training Practices 26 Training Facts and Figures 26 Training Investment Leaders 27 Roles, Competencies, and Positions of Training Professionals 29 Who Provides Training? 31 Who Is in Charge of Training? 32 Preparing to Work in Training 33 Organization of This Book 33 Key Terms 34 Discussion Questions 35 Application Assignments 35 Endnotes 36 Chapter 2 Strategic Training 40 Learning Is Not Perishable at Wegmans Food Markets 40 Introduction 41 The Evolution of Training s Role 43 The Strategic Training and Development Process 45 Identify the Company s Business Strategy 46 Identify Strategic Training and Development Initiatives That Support the Strategy 48 Provide Training and Development Activities Linked to Strategic Training and Development Initiatives 50

2 noe0490x_fm.qxd 7/1/08 11:11 AM Page xiv xiv Identify and Collect Metrics to Show Training Success 53 Organizational Characteristics That Influence Training 54 Roles of Employees and Managers 54 Top Management Support 56 Integration of Business Units 56 Global Presence 56 Business Conditions 56 Other Human Resource Management Practices 57 Extent of Unionization 59 Staff Involvement in Training and Development 59 Training Needs in Different Strategies 60 Models of Organizing the Training Department 63 Faculty Model 64 Customer Model 64 Matrix Model 65 Corporate University Model (Corporate Training Universities) 66 Business-Embedded Model 69 Marketing the Training Function 71 Outsourcing Training 73 Summary 74 Key Terms 74 Discussion Questions 75 Application Assignments 75 Endnotes 76 Chapter 3 Needs Assessment 79 Needs Assessment Is Important for Steelcase 79 Introduction 80 Why Is Needs Assessment Necessary? 81 Who Should Participate in Needs Assessment? 82 Methods Used in Needs Assessment 84 The Needs Assessment Process 86 Organizational Analysis 86 Person Analysis 90 Task Analysis 98 Competency Models 101 Scope of Needs Assessment 104 Needs Assessment in Practice 104 Summary 105 Key Terms 106 Discussion Questions 106 Application Assignments 107 Endnotes 108

3 noe0490x_fm.qxd 7/1/08 11:11 AM Page xv xv Chapter 4 Learning: Theories and Program Design 110 A Positive Learning Environment Energizes Training! 110 Introduction 112 What Is Learning? What Is Learned? 112 Learning Theories 113 Reinforcement Theory 113 Social Learning Theory 115 Goal Theories 117 Need Theories 118 Expectancy Theory 119 Adult Learning Theory 119 Information Processing Theory 120 The Learning Process 121 Mental and Physical Processes 121 The Learning Cycle 122 Age Influences on Learning 124 Implications of the Learning Process for Instruction 125 Instructional Emphasis for Learning Outcomes 133 Considerations in Designing Effective Training Programs 134 Selecting and Preparing the Training Site 135 Selecting Trainers 136 How Trainers Can Make the Training Site and Instruction Conducive to Learning 137 Program Design 139 Summary 144 Key Terms 145 Discussion Questions 145 Application Assignments 146 Endnotes 147 Chapter 5 Transfer of Training 150 Putting Training to Use Helps Patients Get Critical Care 150 Introduction 151 Training Design 153 Applications of Transfer of Training Theory 153 Self-Management Strategies 156 Work Environment Characteristics That Influence Transfer 159 Climate for Transfer 159 Manager Support 160 Peer Support 163 Opportunity to Use Learned Capabilities 164 Technological Support 164

4 noe0490x_fm.qxd 7/1/08 11:11 AM Page xvi xvi Organizational Environments That Encourage Transfer 165 The Learning Organization 165 Knowledge and Knowledge Management 166 Summary 170 Key Terms 170 Discussion Questions 170 Application Assignments 171 Endnotes 172 Chapter 6 Training Evaluation 174 Leadership Development at BP: A Good Investment 174 Introduction 175 Reasons for Evaluating Training 176 Overview of the Evaluation Process 178 Outcomes Used in the Evaluation of Training Programs 179 Cognitive Outcomes 180 Skill-Based Outcomes 180 Affective Outcomes 182 Results 183 Return on Investment 183 Determining Whether Outcomes Are Good 184 Relevance 184 Reliability 185 Discrimination 185 Practicality 185 Evaluation Practices 186 Evaluation Designs 187 Threats to Validity: Alternative Explanations for Evaluation Results 188 Types of Evaluation Designs 190 Considerations in Choosing an Evaluation Design 194 Determining Return on Investment 195 Determining Costs 196 Determining Benefits 197 Example of a Cost-Benefit Analysis 198 Other Methods for Cost-Benefit Analysis 199 Practical Considerations in Determining Return on Investment 200 Measuring Human Capital and Training Activity 201 Summary 203 Key Terms 203 Discussion Questions 204 Application Assignments 204 Endnotes 205

5 noe0490x_fm.qxd 7/1/08 11:11 AM Page xvii xvii Chapter 7 Traditional Training Methods 208 Training Is Not Invasive at Kyphon 208 Introduction 209 Presentation Methods 211 Lecture 211 Audiovisual Techniques 212 Hands-on Methods 213 On-the-Job Training (OJT) 213 Simulations 218 Case Studies 219 Business Games 220 Role Plays 222 Behavior Modeling 222 Group Building Methods 224 Adventure Learning 225 Team Training 227 Action Learning 229 Choosing a Training Method 230 Summary 233 Key Terms 233 Discussion Questions 233 Application Assignments 234 Endnotes 236 Chapter 8 E-Learning and Use of Technology in Training 239 Think about This the Next Time You Pass a Big Rig! 239 Introduction 240 Technology s Influence on Training and Learning 242 Technology and Collaboration 242 Technology and Learning Environment 243 Technology and Multimedia 245 Computer-Based Training 247 CD-ROM, DVD, Laser Disc 247 Interactive Video 248 Online Learning: The Internet, Web-Based Training, E-Learning, and Learning Portals 248 Developing Effective Online Learning 253 Needs Assessment 253 Design 254 Technology for Collaboration and Linking 256 Blended Learning 258 Simulations 259 Virtual Reality 260

6 noe0490x_fm.qxd 7/1/08 11:11 AM Page xviii xviii Mobile Technology and Training Methods: ipods, PDAs 261 Intelligent Tutoring Systems 262 Distance Learning 263 Technologies for Training Support 264 Expert Systems 265 Groupware 266 Electronic Performance Support Systems 266 Technologies for Training Administration 267 Interactive Voice Technology 267 Imaging 267 Training Software Applications 268 Learning Management Systems (LMSs): Systems for Training Delivery, Support, and Administration 269 Choosing New Technology Training Methods 271 Summary 273 Key Terms 274 Discussion Questions 274 Application Assignments 274 Endnotes 275 Chapter 9 Employee Development 280 Employees Development Is as Important as the Grit, Sweat, and Heavy Equipment Needed to Complete Large Projects 280 Introduction 281 Approaches to Employee Development 283 Formal Education 284 Assessment 288 Job Experiences 297 Interpersonal Relationships 303 The Development Planning Process 308 Company Strategies for Providing Development 309 E-Learning and Employee Development 311 Summary 312 Key Terms 312 Discussion Questions 313 Application Assignments 313 Endnotes 314 Chapter 10 Special Issues in Training and Employee Development 319 Partnership with Local Community Provides Job Opportunities 319 Introduction 320 Training Issues Resulting from the External Environment 321 Legal Issues 321

7 noe0490x_fm.qxd 7/1/08 11:11 AM Page xix xix Cross-Cultural Preparation 326 Managing Work Force Diversity 334 School-to-Work Transition 341 Training s Role in Welfare-to-Work and Other Public-Private Sector Programs 342 Training Issues Related to Internal Needs of the Company 344 Basic Skills Training 344 Melting the Glass Ceiling 345 Joint Union-Management Programs 348 Succession Planning 349 Developing Managers with Dysfunctional Behaviors 352 Training and Pay Systems 353 Summary 354 Key Terms 355 Discussion Questions 355 Application Assignments 355 Endnotes 356 Chapter 11 Careers and Career Management 361 Career Management Gets Employees Involved 361 Introduction 362 Why Is Career Management Important? 363 Career Management s Influence on Career Motivation 364 What Is a Career? 365 The Protean Career 366 Traditional Career versus Protean Career 366 A Model of Career Development 370 Career Stages 371 Career Management Systems 374 Self-Assessment 374 Reality Check 375 Goal Setting 376 Action Planning 376 Career Management Websites 378 Roles of Employees, Managers, Human Resource Managers, and Company in Career Management 380 Employee s Role 380 Manager s Role 380 Human Resource Manager s Role 382 Company s Role 382 Evaluating Career Management Systems 383 Summary 384 Key Terms 384 Discussion Questions 384 Application Assignments 385 Endnotes 385

8 noe0490x_fm.qxd 7/1/08 11:11 AM Page xx xx Chapter 12 Special Challenges in Career Management 388 Nonwork Lives Are Important Food for Thought 388 Introduction 389 Socialization and Orientation 390 Anticipatory Socialization 390 Encounter 391 Settling In 391 Socialization and Orientation Programs 391 Dual-Career Paths 394 Plateauing 397 Skills Obsolescence 398 Coping with Career Breaks 400 Balancing Work and Life 400 Types of Work-Life Conflict 401 Company Policies to Accommodate Work and Nonwork 402 Identifying Work and Life Needs and Communicating Information about Work and Nonwork Policies and Job Demands 403 Flexibility in Work Arrangements and Work Schedules 403 Redesigning Jobs 407 Managerial Support for Work-Life Policies 407 Dependent Care Support: Child and Elder Care 408 Coping with Job Loss 409 Dealing with Older Workers 412 Meeting the Needs of Older Workers 412 Preretirement Socialization 413 Retirement 414 Early Retirement Programs 414 Summary 415 Key Terms 415 Discussion Questions 415 Application Assignments 416 Endnotes 416 Chapter 13 The Future of Training and Development 422 Training Is Environment- and Customer-Friendly 422 Introduction 423 Increased Use of New Technologies for Training Delivery 424 Increased Demand for Training for Virtual Work Arrangements 424 Increased Emphasis on Speed in Design, Focus in Content, and Use of Multiple Delivery Methods 425 Increased Emphasis on Capturing and Sharing Intellectual Capital 426 Increased Use of True Performance Support 427

9 noe0490x_fm.qxd 7/1/08 11:11 AM Page xxi xxi Increased Emphasis on Performance Analysis and Learning for Business Enhancement 428 Increased Use of Training Partnerships and Outsourcing Training 430 Training and Development from a Change Model Perspective 431 Methods to Determine Whether Change Is Necessary 434 Benchmarking 434 Process Reengineering 435 Key Issues in Implementing Change 436 Change Management 437 Change Interventions 439 Summary 441 Key Terms 441 Discussion Questions 441 Application Assignments 442 Endnotes 442 Cases 1 Employee Training and Development at Motorola Toyota Motor Company s Toyota Technical Training Institute in India Dealer Training Programs A New Trend Enhancing the Credibility of the Training Function: Involving Line Managers in Sales Training 466 Glossary 470 Subject Index 483