Training and Talent Management

TRAINING AND TALENT MANAGEMENT
Nature of Training
Training
A process whereby people acquire capabilities to aid
in the achievement of organizational goals.
Includes both hard and soft skills
Poorly trained employees may perform poorly and
make costly mistakes.
Types of Training
Nature of Training
Training
The process whereby people acquire capabilities to
perform jobs
Strategic Training
Employees capabilities aid in the achievement of
organizational goals. Poorly trained employees may perform poorly and make costly mistakes.
Nature of Training
Organizational Competitiveness and Training
Training makes organizations more competitive.
Training helps retain valuable employees.

KSAs = knowledge, skills, abilities
Integration of Performance and Training

Trainers incorporate everyday business issues as
learning examples, increasing the realism of training exercises and scenarios.
FIGURE
Linking Organizational Strategies and Training
Source: Based on ideas from Lisa A. Burke and Joseph V. Wilson III.
Training Components
A good training plan deals with the following questions:
Is there really a need for the training? Who should be trained? Who will do the training? What form will the training take? How will knowledge be transferred to the job? How will the training be evaluated?
Establishing Training Objectives and Priorities

Gap Analysis
The distance between where an organization is with
its employee capabilities and where it needs to be.

Types of Training Objectives
Knowledge
Skill
Attitude
Training Needs Assessment

Considers issues of employee and organizational performance to determine if training can help. Sources of information to analyze training needs
Organizational
Job
Individual
Training Needs Assessment

Organizational analyses
Analyze organizational outcomes and look at future
organizational needs
Job/Task analyses
Review jobs involved and tasks performed in those
jobs. Comparing requirements of jobs with the KSAs of employees to identify training needs
Individual analyses
Performance appraisals Skill tests Individual assessment tests Records of critical incidents Assessment center exercises Questionnaires and surveys Job knowledge tools Internet input
Elements of Training Design
Training Design: Learning Focus of Training

Learner Readiness
Ability to learn
Learners must possess basic skills (3Rs). Learners must desire and value training. Learners must believe that they can successfully learn the training content.
Motivation to learn
Self-efficacy
Training Design
Auditory Learners
Learning Styles
Tactile Learners
Visual Learners
Learning Styles
Adult Learning Principles
Have need to know why they are learning something. Have need to be self-directed. Bring more work-related experiences into the process. Employ a problem-solving approach in the experience.
Are motivated by both extrinsic and intrinsic factors.
Training Design: Learning Styles (contd)

Behavior Modeling
Copying someone elses behavior by observing how
another person deals with a problem.
Reinforcement
Law of effect states that people tend to repeat
behaviors that are rewarded and avoid behaviors that are punished.
Immediate Confirmation
Reinforcement and feedback are most effective when
given as soon as possible after training.
Training Design: Learning Styles (contd)

Transfer of Training
Effective transfer occurs when trainees actually use
on the job what they learned in training.
Trainees take what was learned in training and apply it to the job context in which they work.
Employees maintain use of the learned material over time.
Training Design (contd)
Learner Participation
Active Practice
Spaced Practice
Massed Practice
Training Delivery: Internal Training

Informal Training
Training that occurs through interactions and feedback among
employees.
On-the-Job Training (OJT)

Based on a guided form of training known as job instruction
training (JIT) Problems with OJT

Poorly-qualified or indifferent trainers Disruption of regular work Passing on bad or incorrect habits
Cross training
Occurs when people are trained to do more than one jobtheirs
and someone elses. For the employer, the advantages of cross training are flexibility and development.
Methods Companies Use to Deliver Training
External Training
Reasons to Choose External Training
May be less expensive
Insufficient time to develop internal training

HR staff may not have the necessary level of expertise Employees interaction with managers and peers in other
companies
Outsourcing of Training
Declining due to cost concerns Greater emphasis on internal linking of training to organizational
strategies
Educational Assistance Programs

Employer reimburse employees for their expenses for courses
taken to complete a college degree.
FIGURE Methods Companies Use to Deliver Training
Orientation: On-Boarding for New Employees

On-Boarding
Reflects that getting new employees, including
executives, to immediately begin performing successfully is important
Several Key Purposes:

Establishes a favorable employee impression of the
organization and the job Provides organization and job information Enhances interpersonal acceptance by co-workers Accelerates socialization and integration of the new employee into the organization Ensures that employee performance and productivity begin more quickly
Orientation: Training for New Employees

Achievements of Effective Orientation
Favorable Impression
Provides Information
Co-Worker Acceptance
Socialization and Integration
Performance and Productivity
e-Learning: Online Training

e-Learning
Using the Internet or an organizational intranet to
conduct training online.
Obstacles to using online training

Keeping up with the rapid change in technological
innovation Knowing when and how much to invest Designing e-courses appropriately
Advantages and Disadvantages of e-Learning
Training Approaches
Cooperative Training
Distance Training/Learning
Training Methods
Instructor-Led Classroom and Conference Training
Simulations and Training
Training Evaluation
Cost-Benefit Analysis
Determine training costs Identify potential savings results Compute potential savings Conduct costs and savings benefits comparisons
Return on Investment Analysis Benchmarking
FIGURE
Balancing Costs and Benefits of Training
Training Evaluation Designs

Post-Measure
Can the individuals perform the way management
wants after training
Pre-/Post-Measure
Measuring performance of a task before and after
training
Pre-/Post-Measure with a Control Group

Test another group (control group) of representatives
who will not be trained, to see if they do as well as those who are to be trained.
FIGURE
Kirkpatricks Levels of Training Evaluation

Training and Talent Management

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TRAINING AND TALENT MANAGEMENT

in the achievement of organizational goals.

Includes both hard and soft skills

Poorly trained employees may perform poorly and

make costly mistakes.

Training helps retain valuable employees.

Integration of Performance and Training

learning examples, increasing the realism of training exercises and scenarios.

Linking Organizational Strategies and Training

Establishing Training Objectives and Priorities

its employee capabilities and where it needs to be.

Training Needs Assessment

Training Needs Assessment

Elements of Training Design

Training Design: Learning Focus of Training

Are motivated by both extrinsic and intrinsic factors.

Training Design: Learning Styles (contd)

another person deals with a problem.

given as soon as possible after training.

Training Design: Learning Styles (contd)

on the job what they learned in training.

Employees maintain use of the learned material over time.

Training Design (contd)

Training Delivery: Internal Training

On-the-Job Training (OJT)

training (JIT) Problems with OJT

Methods Companies Use to Deliver Training

Insufficient time to develop internal training

Educational Assistance Programs

taken to complete a college degree.

FIGURE Methods Companies Use to Deliver Training

Orientation: On-Boarding for New Employees

executives, to immediately begin performing successfully is important

Several Key Purposes:

Orientation: Training for New Employees

Socialization and Integration

Performance and Productivity

e-Learning: Online Training

conduct training online.

Obstacles to using online training

Advantages and Disadvantages of e-Learning

Instructor-Led Classroom and Conference Training

Simulations and Training

Return on Investment Analysis Benchmarking

Balancing Costs and Benefits of Training

Training Evaluation Designs

wants after training

Pre-/Post-Measure with a Control Group

Kirkpatricks Levels of Training Evaluation

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