Training the Workforce

1. Chapter 8 Training the Workforce (c) 2007 by Prentice Hall

2. Chapter 8 Overview • Determine when employees need training and the best type of training given a company’s circumstances • Recognize the characteristics that make training programs successful • Weigh the costs and benefits of a computer-based training program • Design job aids as complements or alternatives to training • Understand how to socialize new employees effectively (c) 2007 by Prentice Hall

3. Key Training Issues • How can training keep pace with a changing organizational environment? • Should training take place in a classroom setting or on the job? • How can training be effectively delivered worldwide? • How can training be delivered so that trainees are motivated to learn? (c) 2007 by Prentice Hall

4. Training vs. Development • Training – The process of providing employees with specific skills or helping them correct deficiencies in their performance. • Development – An effort to provide employees with the abilities the organization will need in the future. (c) 2007 by Prentice Hall

5. Challenges in Training • Is training the solution to the problem? • Are the goals of training clear and realistic? • Is training a good investment? • Will the training work? (c) 2007 by Prentice Hall

6. Customer-Driven HR – Transfer Training: Moving from Learning to Doing • Steps to maximize chances that lessons transfer back to the workplace • Be a teacher • Assign yourself homework • Develop your own job aids • Get a training partner • Ask for help (c) 2007 by Prentice Hall

7. Managing the Training Process • The assessment phase • Clarifying the objectives of training • The training and conduct phase • The evaluation phase • Legal issues and training (c) 2007 by Prentice Hall

8. The Training Process (c) 2007 by Prentice Hall

9. Managing the Training Process The Training and Conduct Phase • Location Options – OJT • Job rotation • Apprenticeships • Internships (c) 2007 by Prentice Hall

10. The Training and Conduct Phase: Presentation Options Slides and Videotapes Teletraining Computers Simulations Virtual Reality Classroom Instruction and Role-plays Managing the Training Process (c) 2007 by Prentice Hall

11. The Training and Conduct Phase: Types of Training Skills Training – job aids Retraining Cross-functional Training Team Training Managing the Training Process (c) 2007 by Prentice Hall

12. Creativity Training – brainstorming Literacy Training Diversity Training Crisis Training Customer Service Training The Training and Conduct Phase: Types of Training - continued Managing the Training Process (c) 2007 by Prentice Hall

13. Sources of Customer Dissatisfaction with IBM Telephone Services – Skills Training (c) 2007 by Prentice Hall

14. Steps to Skill Improvement at IBM (c) 2007 by Prentice Hall

15. Brainstorming (c) 2007 by Prentice Hall

16. The Evaluation Phase • Is it worth it? – The ROI of training ROI is calculated using this formula: ROI = (Training Benefits – Training Costs)/(Training Costs) x 100 = (Net Training Benefits)/(Training Costs) x 100 (c) 2007 by Prentice Hall

17. Some Suggestions Regarding ROI of Training • Plan ahead • Determine what you will measure • Design how the effectiveness of training will be assessed • Convert nonmonetary measures to dollar terms (c) 2007 by Prentice Hall

18. The Evaluation Phase Legal Issues in Training • The major requirement here is that employees must have access to training and development programs in a nondiscriminatory fashion (c) 2007 by Prentice Hall

19. Building New Workers’ Confidence • Steps to create a positive orientation experience – orientation and socialization • Give a call • Let them know the rules • Explain who’s who • Do it with class • Do the tour • Help them hit the ground running • Make it fun (c) 2007 by Prentice Hall

20. Summary and Conclusions • Training vs. Development • Challenges in Training • Managing the Training Process • A Special Case: Employee Orientation and Socialization (c) 2007 by Prentice Hall