Learning: Training

and Employee
Development
 Chapter 7:
Training
Let’s start with the first set of slides

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 “
Introduction

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Importance of Training

▷ Helps the company achieve its

business strategy
○ Skills
○ Learn and develop
○ Positive work environment

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Training can

▷ Increase knowledge
▷ Ensure basic skills
▷ Work in teams
▷ Culture on innovation, creativity,
and learning
▷ Employment security
▷ Adapt and work more effectively

Bottomline: gain a competitive

advantage 5
 “
What is Continuous Learning?

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 “
Training: Its Role in Continuous
Learning and Competitive
Advantage

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Continuous Learning

▷ Learning system
○ Requires employees to understand
entire work system
○ Acquire new skills
○ Apply on the job
○ Share with the other employees

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How do we do “Continuous
Learning?”

▷ Develop intangible assets

○ Formal training
○ Informal learning
○ Knowledge management

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Training/Formal Training

▷ Planned effort by a company to

facilitate learning of job-related
competencies, knowledge, skills,
and behaviors
○ Course
○ Program
○ Event

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Development of Human
Capital

Informal Learning + Formal Training

▷ Knowledge (know what)
▷ Advanced skills (know how)
▷ System understanding and
creativity (know why)
▷ Motivation to deliver (care why)

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Informal Learning

▷ Learning-initiated
▷ Action and doing
▷ Intent to develop
▷ Does not occur in formal learning
setting
▷ 75% of learning within
organizations!

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Types of
Knowledge
Tacit vs. Explicit
Tacit Knowledge vs. Explicit
Knowledge
▷ Tacit Knowledge ▷ Explicit Knowledge
○ Personal knowledge ○ Well documented
○ Individual ○ Easily articulated
experiences ○ Easily transferred
○ Informal learning ○ Gained best through
○ Formal training formal training
environment may
limit

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 “
Knowledge Management

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 “
Continuous Learning must align
with the business strategy

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Knowledge Management

▷ Process of enhancing company

performance
○ Designing and implementing tools
○ Processes
○ Systems
○ Structures
○ Cultures
○ Improve creation, sharing, and use of
knowledge
▷ Informal learning

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 “
Designing effective
formal training
activities

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Training Design Process

▷ Systematic approach for

developing traning programs
○ Instructional System Design (ISD)
○ Analysis, Design, Development,
Implementation, Evaluation (ADDIE)
model
▷ Systematic yet flexible

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“

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 “
Needs Assessment

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Needs Assessment

▷ Process used to determine if

training is necessary
▷ Involves:
○ Organizational analysis
○ Personal analysis
○ Task analysis

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Organizational Analysis

▷ Determining the business

appropriateness of training
○ Business strategy
■ Strategic training and development
initiatives
○ Resources
○ Support from managers and peers

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Person Analysis

▷ Who needs training

○ Are performance deficiencies from lack
of knowledge etc.?
○ Readiness
○ Analyze characteristics
■ Performance
■ Input
■ Output
■ Consequences
■ Feedback

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Ensuring Motivation for
Learning

▷ Self-efficacy
▷ Understand benefits of training
▷ Being aware of training needs
▷ Career interests/goals
▷ Understanding work environment
▷ Ensuring basic skill levels

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Task Analysis

▷ Identifying important tasks and

knowledge
▷ Conditions in which tasks are
performed
○ Equipment
○ Time
○ Environment

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 “
Creating a Learning Environment

Learning permanently changes

behavior.

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“

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 “
Ensuring Transfer of Training

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 “
Transfer of Training
The use of knowledge,
skills, and behaviors
learned in training on the
job.

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“

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 “
Climate of Transfer
Trainees’ perceptions of
characteristics of the work
environment that can either
facilitate or inhibit use of
trained skills or behavior.

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 “
Manager Support
This refers to the degree to which
trainee’s managers 1) emphasize the
importance of attending training
programs; 2) stress the application of
training content to the job.

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“

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 “
Action Plan
Document summarizing
what the trainee and
manager will do to ensure
that training transfers to
the job.

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 Peer Support

“
Support Network
Trainees who meet
to discuss their
progress in using
learned capabilities
on the job.

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 “
Opportunity to Perform
Trainee is provided with or
actively seeks experience
using newly learned
knowledge, skills or
behavior.

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 Technological Support

“
Electronic Performance Support
Systems (EPSS)
Computer applications that
can provide skills training,
information access, and
expert advice.

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 “
Communities of Practice
Groups of employees who work
together, learn from each other, and
develop a common understanding of
how to get work accomplished.

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 “
Self-Management Skills
Trainees set goals, plan,
monitor and evaluate self
to manage use of new skills
and behaviors in the job.

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 “
Selecting Training Methods

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“

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 Presentation Methods

Type Notes
Instruction-led Classroom
Instruction “ Least expensive, least-time
consuming

Distance Learning Teleconferencing, Webcasting

Audiovisual Techniques Used in conjunction with lectures

or real-life experiences

Mobile Technologies For users who are travelling and

visiting customers or other
company

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 Hands-on Methods
Type Notes
On-the-job Training (OJT) Employees are trained by

Apprenticeship
“managers through observation,
understanding and imitation
Work-study training method; OJT
and classroom training
Simulations Real-life situation in an artificial
environment
Avatars Computer-depiction of humans as
imaginary work environment and
people
Virtual Reality Provides 3-D learning experience

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 Hands-on Methods

Type Notes
Business Games and Case
Studies “ Cases and games are used for
data gathering, analyzing and
decision-making for developing
management skill
Behavior modeling Most effective in teaching
interpersonal skills
Interactive video Video and computer-based
instruction

E-Learning Training through the use of

Internet or company intranet;
repurposing
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 Hands-on Method

Type
Blended Learning “ Notes
Combination of technology-based
and face-to-face methods

Learning Management Technology platform that

Systems (LMS) automates the administration,
development, and delivery of a
company’s training program.

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 Group- or Team-Building Methods

Type Notes
Adventure Learning
“ Focused on development of
teamwork and leadership skills in
an outdoor setting

Team Training Cross-, coordination, and team

leader trainings
Action Learning Working on an actual business
problem, commit to an actual plan
and account for carrying out the
plan.

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 “
Advice for choosing a
training method

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Steps in Choosing a Training
Method

▷ In order to choose, we will have to

compare different methods
available.
▷ 1st step: identify the learning
outcome
▷ 2nd step: consider parameters like
cost, effectiveness and up to what
extent such method facilitates
learning
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2 Types of Cost
▷ Development ▷ Administrative

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Trends Worth Noting

▷ There is an overlap between

learning outcomes.
○ Ex: team building
▷ Most hands-on methods provide a
better learning environment and
transfer of training.

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 Choosing then:
If you have a limited budget, use structured on-the-job
training. If you have a larger budget, consider hands-on
method.

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Evaluating Training Programs

Training outcomes can be

categorized:
▷ Cognitive
▷ Skill-based
▷ Affective
▷ Results
▷ Return on Investment

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Why evaluate?

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How to evaluate?

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Which training outcome
measure is best?
DEPENDS ON THE TRAINING OBJECTIVES

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Determining ROI via
cost-benefit analysis

1. Determining costs
2. Determining benefits
▷ Literature
▷ Trials
▷ Observation
▷ Estimates
3. Making the analysis

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Mayo Clinic
▷ 29 out of 84 employees retained
would have left due to dissatisfaction
▷ A single employee turnover: $42,000
▷ Savings: 29 x $42,000 = $609,000
▷ Annual cost of training program:
$125,000
▷ Net savings: $484,000

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 “
Special training issues

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Cross-Cultural Preparation

▷ Expatriate vs. host-country

nationals
▷ Steps
○ Predeparture phase
○ On-site phase
○ Repatriation phase
▷ Develop technical skills >
preparing to work in other cultures

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 “Research suggests that the comfort of an expatriate’s
spouse and family is the most important determinant of
whether the employee will complete the assignment.”

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Predeparture Phase

▷ Language training, orientation to

new country’s culture and customs
▷ What types of positions they can
expect upon return
▷ immersion , information on what to
eat, potential security issues, how
to interact in meetings
▷ IMPORTANT that family be
involved
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On-Site Phase

▷ Formal program or mentoring

relationship
▷ Trailing spouses
○ “A major reason that employees refuse
expatriate assignments is that they can’t
afford to lose their spouse’s income or
are concerned that their spouse’s career
could be derailed by being out of the
workforce for a few years.”

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Repatriation Phase

▷ REENTRY SHOCK
○ Company changes
○ Peers, colleagues, managers may have
left while expatriate is on assignment
○ Updates from home country while they
are on foreign assignment
○ Readjust to a lower standard of living
○ Salary & other compensation
arrangements.
▷ Less responsibility, challenge and
status than foreign assignment
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Managing Workforce
Diversity and Inclusion

▷ Diversity
▷ Inclusion
▷ Creating an environment
that allows all employees
to contribute to
organizational goals and
experience personal
growth

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 Successful diversity
▷ Learn from each other
▷ Be provided with a supportive and
cooperative culture.
▷ Be taught leadership and process
skills.
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 “
Socialization and
Orientation

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 Organizational socialization
▷ Process by which new
employees are transformed into
effective members of the
company
▷ Involves:
○ Preparing to perform job
effectively
○ Learning about the
organization
○ Establishing work
relationships
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 Phases of socialization

1 2 3

Anticipatory socialization Encounter phase Settling-in phase

● Occurs before an individual ● Occurs when an individual ● Occurs when an individual

joins a company begins a new job begins to feel comfortable
● Expectations about the ● Experience of shock & with job demands
company, job, working surprise no matter how ● Interest in company’s
conditions, & interpersonal realistic briefing was in evaluation of their
relationships interviews & site visits performance & in potential
career opportunities

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 Company actions at each phase

1 2 3

Anticipatory socialization Encounter phase Settling-in phase

● Provide realistic job ● Provide training, ● Provide performance

preview, accurate challenging work & evaluation information
information regarding orientation on career opportunities
positive & negative ● Help understand role,
aspects provide info, empathize

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Learning objectives of socialization process

History Company goals Language

Company’s traditions, Rules, values, or principles Slang & jargon unique to the
customs, and myths; directing the company company; professional
background of members technical language

Politics People Performance proficiency

Gain information regarding Successful & satisfying work Effectiveness in using &
formal & informal work relationships with other acquiring knowledge, skills,
relationships & power employees and abilities needed for job
structures

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 Orientation
▷ Familiarizing new employees
with company rules, policies,
procedures
▷ Includes information about:
○ Company background
○ Department in which the
employees will be working
○ Community they will be
thriving in

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Characteristics of effective
orientation programs

?
Employees are Information on both Debasing or
encouraged to ask technical and social embarrassing new
questions aspects of job employees is avoided

Both formal and Relocation assistance, Learning about

informal interactions e.g. house hunting or company’s products,
w/ managers & peers community info services & customers
sessions

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Benefits of great orientation
programs
Improve on-the-job performance
of new hires

Employee retention is improved

Pre-boarding activities get new

hires engaged immediately
Improves recruiting and employer
brand
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- My laptop choice and configuration was asked of me on the phone
(before joining) and was ready on my desk the day I arrived.
- I requested a desktop workstation server. The next morning a brand
new ThinkStation was humming under my desk with a note that said
"We assumed you wanted the latest Ubuntu. Please advise if not".
- A dedicated mentor was assigned to help me bootstrap for the first
couple of days.
- My first production push and production outage handling was in the
first week of joining.
- An orientation program to explain the Netflix technology stack and
introductions to ever-helpful coworkers made my life as a software
developer super easy and exciting.
- An orientation program with all the executive management helped to
orient me with the company's ethos and aspirations.
- CEO Reed Hastings also meets with new hires within the first quarter
of joining to get to know each other.

https://jobs.netflix.com/culture
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 Chapter 9:
Employee Development

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Employee Development

Employee Development
▷ Key contributor to company’s
competitive advantage
▷ Important for retention
▷ FOR ALL employees
▷ Important for adaptation
▷ Reflective of treatment of
employees

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Employee Development

Development
▷ Formal education, job experiences,
relationships, and
personality/ability assessments
that help employees prepare for
the for the future
▷ Different with training

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Employee Development

▷ Training
○ Helping employees’ performance in
current jobs
○ Becomes more strategic; so distinction
between two may become blurred
▷ Development
○ Prepares for other positions in the
company
○ For future jobs
○ Adaptability
○ For talent management
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Career

▷ Definition
○ Sequence of positions
○ Cna be in the context of mobility
○ Characteristic of employee
▷ Protean career
○ Based on self-direction
○ Goal: Psychological Success
○ Self-determined

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Career

▷ Traditional Career Pattern

○ Linear
○ Related to increasing power
○ Lifelong Commitment
▷ Spiral career Pattern (across
specializations)
○ Different opporunities
○ Boundaryless/Often Change
○ Success has a different meaning

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Development Planning
systems

▷ A system that identifies and meets

employees’ development needs in
order to retain and motivate
employees
▷ Important for retention of
high-potential employees
▷ Vary in level of emphasis

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Steps in Development
Planning Systems
➢ SELF ASSESSMENT
○ Use of info in determining career
interests, values, aptitudes, behavioral
tendencies
○ Often involve the following
■ MBTI
■ Strong-Campbell Interest Inventoru
■ Self-directed speech
➢ Reality check
○ Information employees receive about
the company’s evaluation of their skills
and where they FIT into the plan
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Steps in Development
Planning Systems
➢ GOAL SETTING
○ Process of employees developing short
and long term development objectives
○ Usually discussed with the managers
○ Managers can help/suggest
changes/relay to other departments
➢ ACTION PLANNING
○ Employees determine how they plan on
achieving ther short and long term
career goals

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Approaches to Employee
Development
➢ FORMAL EDUCATION
○ Include offsite/on-site programs
designed specifically for the company’s
employers
○ May include lectures by business
experts
○ Include management leadership
training, risk management training, MBA
○ Why? Because companies believe that
these programs allow managers to solve
more problems to company issues
➢ Problem arises in multinational
companies
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Approaches to Employee
Development
➢ ASSESSMENT
○ Involves collecting information and
providing feedback to employees about
their behavior, communication style or
skills
○ Why?
■ Identify employees with managerial
potential to measure current
manager’s strength and weaknesses
■ Identifying promotion potential
■ Identify reasons that prevent the
actualization of the team

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Approaches to Employee
Development
➢ ASSESSMENT
○ Varies in different companues
■ Performance evaluations
■ Psychological tests
● MBTI
○ Preferences for energy (E/I)
○ Info gathering (S/N)
○ Decision making (T/F)
○ Lifestyle (J/P)
■ Self/Peer Evaluations
■ 360 deg feedback

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Approaches to Employee
Development
➢ ASSESSMENT
○ Varies in different companies
■ Assesment Centers
● An offsite locatio where 6-12 employees
participate
● Multiple raters evaluate
● Exercises
○ Leaderless Group Discussions
○ Interview
○ In-basket
○ Roleplays

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Upward Feedback 360 - degree
▷ A performance appraisal Feedback Systems
process for managers ▷ A performance appraisal
that includes systemfor managers that
subordinates’ includes evaluations
evaluations. from a wide range of
persons who interact
with the manager. The
process includes
self-evaluations as well
as evaluations from the
manager’s boss,
subordinates, peers, and
customers.

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Job Experiences

▷ The relationships, problems,

demands, tasks, and other features
that employees face in their jobs.

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Enlarging the Current Job

▷ Include special project

assignments, switching roles within
a work team, or researching new
ways to serve clients and
customers

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Job Rotation

▷ The process of systematically

moving a single individual from one
job to another over the course of
time. The job assignments may be
in various functional areas of the
company or movement may be
between jobs in a single functional
area or department.

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Transfers, Promotions, and
Downward Moves

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Transfer
▷ The movement of an employee to a
different job assignment in a
different area of the company.

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 Promotions

▷ Advancement into
positions with greater
challenge, more
responsibility, and more
authority than the
employee’s previous job.

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Downward Move

▷ A job change involving a reduction

inan employee’s level of
responsibility and authority.

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Externship

▷ When a company allows an

employee to take a full-time
operational role at another
company.

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This is a slide title

▷ Here you have a list of items

▷ And some text
▷ But remember not to overload
your slides with content

Your audience will listen to you or

read the content, but won’t do both.

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 Interpersonal Relationships
Mentoring
An experienced productive
senior employee who helps
develop a less experienced
employee (protégé)
Coaching
Peer or manager who
works with an employee
to motivate her, help her
develop skills

Group Mentoring
A program pairing a
successful senior employee
with a group of four to six
less experienced (protégés)

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MENTORING |
GROUP MENTORING

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 Group Mentoring
Program
Advantages

▷ Encourages people
to learn from each
other as well as from
a more experienced
employee
▷ Develop network for
employees
(mentoring support,
and learning and
development)

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 Group Mentoring
Program
Advantages

▷ Acknowledges the
reality that it is difficult
for one mentor to
provide an employee
with all guidance and
support
▷ The leader helps
protégés understand
the organization
○ He/she guides
them in analyzing
their experiences
○ Helps them clarify
career directions

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 BENEFITS OF MENTORING
▷ Mentors provide career and psychosocial support to their
proteges
○ Career support
■ Coaching
■ Protection
■ Sponsorship
■ Providing challenging assignments, exposure,
and visibility
○ Psychosocial Support
■ Serving as a friend and role model
■ Providing positive regard and acceptance
■ Creating an outlet for mentors to develop their
interpersonal skills
■ Increase their feelings of self-esteem and worth
to the organization

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 BENEFITS OF MENTORING
▷ Provide opportunities for mentors to develop their
interpersonal skills and increase their feelings of
self-esteem and worth to the organization

A key to a successful mentoring program

The mentor-protégé are well-matched and can interact with each

other face-to-face or virtually through video-conferencing

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 COACHING
▷ PEER OR MANAGER WHO WORKS WITH
AN EMPLOYEE TO MOTIVATE HER, HELP
HER DEVELOP SKILLS
○ PROVIDES
REINFORCEMENT/FEEDBACK
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3 ROLES OF THE COACH
First Second Third

Developing Help employees May involve

high-potential learn for providing
managers, acting themselves resources such as
as a sounding ▷ Helping them mentors, courses,
board for find experts
managers, or or job
who can assist
specifically trying them with their experiences that
to change concerns and the employee
behaviors that are teaching them may not be able
making managers how to obtain to gain access to 113
ineffective feedback from
others without the
coach’s help
 WHO IS THE BEST COACH?

Empathetic Practical Self-confident

Supportive

WHO IS THE BEST COACHEE?

Open-minded Interested Not concerned with Not defensive

reputation

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Special Issues
in Employee
Development
Glass Ceiling and Succession Planning

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Glass Ceiling
Circumstances resembling an invisible barrier that keep most
women and minorities from attaining the top jobs in organizations
▷ Barrier may due to lack of access to training programs,
development experiences, or relationships (mentoring)

Succession Planning
The process of identifying and tracking high-potential
employees who will be able to fill top management
positions when they become vacant

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Process for Developing a
Succession Plan

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Thanks!
Any questions?

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