لخّصلي

Introduction to Employee
Training and Development

Objectives

 Discuss the forces influencing the workplace and learning and explain how

Training can help companies deal with these forces.

 2. Discuss various aspects of the training design process.

 3. Describe the amount and types of training occurring in U.S. companies.

4. Describe how much money is spent on training in U.S. companies and

How the money is used.

 5. Discuss the key roles for training professionals.

 6. Identify appropriate resources (e.g., journals, Web sites) for learning

About training research and practice.
INTRODUCTION
Competitiveness refers to a company’s ability to maintain and gain market share
in an industry.
Companies are experiencing great change due to new technologies, rapid
development of knowledge, globalization of business, and development of e-
commerce.
Also, companies have to take steps to attract, retain, and motivate their work
forces.
Training is not a luxury; it is a necessity if companies are to participate in the
global and electronic marketplaces by offering high-quality products and
services.
Training prepares employees to use new technologies, function in new work
systems such as virtual teams, and communicate and cooperate with peers or
customers who may be from different cultural backgrounds.

Human Resource Management
Human resource management refers to the policies, practices, and systems that
influence employees’ behavior, attitudes, and performance.
Human resource practices play a key role in attracting, motivating, rewarding,
and retaining employees.
Other human resource management practices include recruiting employees,
selecting employees, designing work, compensating employees, and
developing good labor and employee relations.
WHAT IS TRAINING?
Training refers to a planned effort by a company to facilitate employees’ learning of
job-related competencies.
These competencies include knowledge, skills, or behaviors that are critical for
successful job performance.
The goal of training is for employees to master the knowledge, skill, and behaviors
emphasized in training programs and to apply them to their day-to-day activities.
Why? Because Employees will be required not only to understand the service or
product development system but also to share knowledge and to creatively use it to
modify a product or serve the customer
Continuous learning
Requires employees to understand the entire work system, including the
relationships among their jobs, their work units, and the company.
Employees are expected to acquire new skills and knowledge, apply them on
the job, and share this information with other employees.
Managers take an active role in identifying training needs and help to ensure
that employees use training in their work.
Today, training is being evaluated not on the basis of the number of programs
offered and training activity in the company but on how training addresses
business needs related to learning, behavior change, and performance
improvement.
In fact, training is becoming more performance-focused. That is, training is used
to improve employee performance, which leads to improved business results.
Training is seen as one of several p

DESIGNING EFFECTIVE TRAINING
The training design process refers to a systematic approach for developing training programs.
Training Design Process Steps:

1. Conduct a needs assessment, which is necessary to identify whether training is needed.


2. Ensure that employees have the motivation and basic skills necessary to master the training
   content.


3. Create a learning environment that has the features necessary for learning to occur.


4. Ensure that trainees apply the training content to their jobs.


5. Develop an evaluation plan.


6. Choose the training method based on the learning objectives and learning environment.


7. Evaluate the program and make changes in it or revisit any of the earlier steps in the process
   to improve the program so that learning, behavior, change, and the other learning objectives
   are obtained.
   Training Design Process Steps:
   THE FORCES INFLUENCING WORKING
   AND LEARNING
   Economic cycles
   Globalization
   Increased value placed on intangible assets and human capital
   Focus on link to business strategy
   Changing demographics and diversity of the work force
   Talent Management
   Customer service and quality emphasis
   New technology
   High-performance work systems
   THE FORCES INFLUENCING WORKING
   AND LEARNING
   Globalization: Every business must be prepared to deal with the global economy. Global
   business expansion has been made easier by technology. The Internet allows data and
   information to be instantly accessible and sent around the world.
   Increased Value Placed on Intangible Assets and Human Capital: Training and
   development can help a company's competitiveness by directly increasing the
   company’s value through contributing to intangible assets.
   The value of intangible assets and human capital has three important implications:
   • Focus on Knowledge Workers. Knowledge workers are employees who contribute to the
   company not through manual labor but through what they know
   • Employee Engagement. refers to the degree to which employees are fully involved in their work
   and the strength of their commitment to their job and the company
   • Change and Continuous Learning. Change refers to the adoption of a new idea or behavior by a
   company. A learning organization embraces a culture of lifelong learning, enabling all
   employees to continually acquire and share knowledge.
   Intangible Assets
   THE FORCES INFLUENCING WORKING
   AND LEARNING
   Focus on Link to Business Strategy: managers are beginning to see a more important role
   for training and development to support a company’s business strategy
   Changing Demographics and Diversity of the Work Force: Companies face several
   challenges as a result of increased demographics and diversity of the work force.
   Talent Management: refers to attracting, retaining, developing, and motivating highly
   skilled employees and managers.
   Customer Service and Quality Emphasis: Companies’ customers judge quality and
   performance. As a result, customer excellence requires attention to product and service
   features as well as to interactions with customers. Customer-driven excellence includes
   understanding what the customer wants and anticipating future needs. Customer-driven
   excellence includes reducing defects and errors, meeting specifications, and reducing
   complaints. How the company recovers from defects and errors is also important for
   retaining and attracting customers
   THE FORCES INFLUENCING WORKING
   AND LEARNING
   New Technology: Technology has reshaped the way we play, communicate, and plan our
   lives, and where we work. The Internet has created a new business model e-commerce, in
   which business transactions and relationships can be conducted electronically.
   The Internet is a global collection of computer networks that allows users to exchange data
   and information. Today more than 79 percent of adults go online spending an average of 11
   hours a week on the Internet. Nearly 72 percent access the Internet most often from home,
   while 37 percent do so from work.
   High-Performance Models of Work Systems: New technology causes changes in skill
   requirements and work roles and often results in redesigned work structures (e.g., using work
   teams). For example, computer-integrated manufacturing uses robots and computers to
   automate the manufacturing process.
   New Technology
   Technology has changed how we train تدريبنا طريقة التكنولوجيا غيرت لقد
   Training can occur at any time, anywhere وقت أي في التدريب يحدث أن يمكن
   وفي أي مكان
   Training is more consistent and more realistic واقعية وأكثر اتساقا أكثر التدريب
   More individuals can now be trained األفراد من المزيد تدريب اآلن ويمكن
   Knowledge can be shared by readily بسهولة تقاسمها يمكن المعرفة
   Trainers roles have evolved المدربين أدوار تطورت
   Many organizations used blended training methods من العديد استخدمت
   المنظمات أساليب التدريب المختلطة
   Challenges with New Technology
   Not all trainees may be comfortable with technology
   It may be difficult to engage trainees and ensure
   compliance with training
   Some trainees may desire greater “live” interaction with
   trainers
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   McGraw-Hill Education.
   High Performance Systems
   Work teams
   Employees interact to assemble a product or provide a service
   Cross training
   Training employees in a range of skills to fill roles needed to be performed
   Virtual teams
   Teams separated by time, geographic, and organizational boundaries
   Snapshot of Training Practices
   Direct expenditures have remained stable
   Increased demand for specialized learning that includes
   professional or industry-specific content
   Use of technology-based learning has increased
   Self-paced online learning is the most common technology-
   based learning
   Snapshot of Training Practices
   Technology-based learning has helped improve learning efficiency
   Technology-based learning has resulted in a larger employee–learning staff
   member ratio
   The percentage of services distributed by external providers has remained the
   same since 2010