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1、Training and DevelopmentChapter 8 Define training and development Explain the relationship that exists between organization change and T&D Describe the T&D process Describe the various T&D methods Define orientation and identify its purposes. Define organization development (OD) and describe various
2、 OD techniques.CHAPTER OBJECTIVESdefinition Training Activities designed to provide learners with the knowledge and skills needed for their present jobs.Employee Training It is a response to an identified need for employee performance improvement. Targets performance improvement by changing employee
3、 KSAs. Specific training goals should be based on: organizations needs type of work to be done skills necessary to complete the work Indicators of need for more training: drops in productivity increased rejects inadequate job performance rise in the number of accidentsDetermining Training Needsdefin
4、ition DevelopmentLearning that goes beyond todays job and has a more long-term focus.Employee Development It prepares employees to keep pace with the organization as it changes and grows. This future-oriented set of activities is predominantly an educational process. All employees, regardless of lev
5、el, can benefit from the methods previously used to develop managerial personnel. Distinguish between training and developmenttrainingdevelopmentUsually target specific KSAs.General learning opportunityObjective: improved job performanceObjective: employee flexibility and retentionJob focusedCareer
6、& employee focusedShort term focuscurrent job needs.Long term focusfuture organization needs.The relationship between organization change and T&D The primary challenge of T&D is to anticipate change and to respond proactively to it. Change affects every human being. As change agents, managers and st
7、aff specialists involved with T&D must understand the difficulties associated with change and the ways to gain acceptance to change. The most prominent changes affecting T&D that were predicted and are actually occurring today include the following: Changes in organization structure caused by merger
8、s, acquisitions, rapid growth, downsizing, and outsourcing. Changes in technology and the need for more highly skilled workers. Changes in the educational level of employees; some more highly educated, others needing remedial training. Changes in human resources creating a diverse workforce consisti
9、ng of many groups. Competitive pressures necessitating flexible course and just-in-time and just-whats-needed training. Increased emphasis on learning organizations and human performance management.The relationship between organization change and T&DThe training and development processExternal envir
10、onmentinternal environmentDetermine T&D needsEstablish specific objectivesSelect T&D methodsimplement T&D programsEvaluate T&D programsThe training and development process Determining training and development needs: Training and development needs may be determined by conducting analyses on several l
11、evels: Organizational analysis: from an overall organizational perspective, the firms strategic mission, goals, and corporate plans are studied, along with the results of human resource planning. Task analysis: the tasks required to achieve the firms purposes. Job descriptions are important data sou
12、rces for this analysis level. Person analysis: the relevant questions are: “who needs to be trained?” and “what kind of KSAs do employees need?” performance appraisals and interviews or surveys of supervisors and job incumbents are helpful at this level. Establishing training and development objecti
13、ves Purpose. ( to provide the supervisor with) Knowledge and value of consistent human resource practices. The intent of EEO legal requirements The skills to apply them. Objectives. ( to be able to) Cite the supervisory areas affected by employment laws on discrimination Identify acceptable and unac
14、ceptable actions State how to get help on equal employment opportunity matters Describe why we have discipline and grievance procedures Describe our discipline and grievance procedures, including who is covered.The training and development process Training and development methods Classroom programs
15、One advantage of classroom programs is that the instructor may convey a great deal of information in a relatively short time. The effectiveness of classroom programs improves when groups are small enough to permit discussion, and when the instructor is able to capture the imagination of the class an
16、d utilize multimedia in an appropriate manner.The training and development process Training and development methods Mentoring and coaching Mentoringan approach to advising , coaching , and nurturing, for creating a practical relationship to enhance individual career, personal, and professional growth and development. Coachingoften considered a responsibility of the immediate boss and provides assistance much the same as a mentor.The training and development processThe training and development pr
