Transcript The Training Process

Human Resource Management
Gaining a Competitive Advantage
Chapter 7
Training
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved.
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Designing Effective Training
Activities
The Training Process
1. Needs Assessment
• Organizational Analysis
• Person Analysis
• Task Analysis
2. Ensuring Employees’ readiness for Training
• Attitudes and Motivation
• Basic Skills
3. Creating a Learning Environment
• Identification of learning objectives and training outcomes
• Meaningful material
• Practice
• Feedback
• Observation of others
• Administering and coordinating program
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Designing Effective Training
Activities (cont.)
The Training Process
4. Ensuring Transfer of Training
• Self-management strategies
• Peer and manager support
5. Selecting Training Methods
• Presentational Methods
• Hands-on Methods
•Group Methods
6. Evaluating Training Programs
• Identification of training outcomes and evaluation design.
•Cost-benefit analysis
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Selecting Training Methods
• Presentation Methods
– Instructor-led classroom
instruction
– Distance learning
– Audiovisual techniques
– Mobile technologies
• Hands-on Methods
–
–
–
–
On-the-job training
Self-directed learning
Simulations
Business games and case
studies
– Behavior modeling
– Interactive video
– E-learning
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Outcomes Used in Evaluating
Training Programs
OUTCOME
WHAT IS MEASURED
•Acquisition of
Knowledge
HOW MEASURED
•Pencil and paper tests
•Work sample
Skill-based Outcomes
•Behavior
•Skills
•Observation
•Work sample
•Ratings
Affective Outcomes
•Motivation
•Reaction to Program
•Attitudes
•Interviews
•Focus groups
•Attitude surveys
Results
•Company Payoff
Return on Investment
•Economic value of
Training
Cognitive Outcomes
•Observation
•Data from information system
or performance records
•Identification and comparison
of costs and benefits of the
program
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A Cautionary Note re: Diversity Training…
• Recent research suggests that having a diverse
workforce does little to improve a Co’s business
performance or bottom line
• Diversity education programs have little impact
on performance
– Don’t give people skills needed
– Need training to deal with group process issues,
communicating and problem-solving in diverse teams
• Hard metrics for measuring performance results
or return on diversity spending are in very short
supply
– Generally more success in dealing with gender issues
than racial/ethnic issues
» Source: Workforce, April 2003
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• Women Are Moving into Fields
Previously the Province of Men –
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The Opt-Out Revolution
• Between one-quarter and one-third of professional
women are out of work force
– Number of children being cared for by stay-at-home moms
has increased by nearly 13% in less than a decade
• Percentage of new mothers who go back to work fell to 55%
in 2000, from 59% in 1998
– Two-thirds of mothers 25-44 work fewer than 40 hrs/wk
• Only 5% work 50+ hrs
– White male MBAs: 95% working full-time; white female
MBAs: 67% (African-American female MBAs more similar
to white men than women)
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Redesigning Organizations
• Significant organizational challenge in redesigning organizations
to take advantage of mothers ready to re-enter work force
– Attract, retain, motivate, plus now re-integrate?
– Many professional women who quit their jobs to raise children
now trying to go back – and they’re finding it harder than they
ever imagined
• Two-thirds of highly-educated women who left jobs mainly for family
reasons want to return to work
• Deloitte & Touche “Personal Pursuits” program, which allows ees to
take unpaid leave for as long as five years
– Training sessions for those on leave, mentors to stay in touch
• “There’s a part of every woman who has had what it takes to
succeed on Wall Street that yearns for that type of overachieving
applause that you got, and that motherhood does not allow you to
have. There’s just no applause. And I miss that.”
» Source: Wall Street Journal, 5/6/04
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Redesigning Organizations
• 37% of women surveyed in study in Harvard Business Review
voluntarily left work at some point in their careers – 43% of those
w/ children – average break lasted ~2 years
– In contrast, only 24% of men took time off from
careers (w/ no difference btwn fathers and nonfathers) – average break lasted ~1 year
– 44% of women cited family responsibilities as reason
for leaving, cf. 12% of men
• Among men, primary reason was career enhancement
– In this study, 93% of women who took time off from
work wanted to return to careers
– Reductions in earnings potential due to exit and reentry are a primary reason for earnings gap btwn men
and women of comparable education increasing
during child-bearing and –rearing years
» Source: Business Week, 3/28/05
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Redesigning Organizations
•
Some evidence of growing dissatisfaction on part of men w/ price
required to advance in corporate America, desire for same flexibility and
balance that women want
– Belkin suggests that instead of women being forced to act like men, men
are being freed to act like women
• Number of married men who are full-time caregivers to their children has
increased 18% (to what and from when?)
– Working men born between 1965 and 1979 now spend ~3.5 hrs/day with
their children – same amount as working women
• Among all working men, ~2.7 hrs, up from 1.8 hrs in 1977
• 70% of men report they would take a pay cut to spend more time at home w/
family, almost half would turn down promotion if it meant less family time
– Biggest change is new unwillingness to relocate
» (Business Week, 11/8/04)
•
Family-friendly organization?
– Better opportunities to work flexible hours, share jobs, not relocate
•
NPR: “Women’s Perks Can Bring New Problems”
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Get a Life!
•
•
Men and women far more alike in
desires than had been assumed
84% of senior Fortune 500 male
execs say they’d like job options
that let them realize professional
aspirations while having more time
for things outside work
– 55% say they’re willing to sacrifice
income
– 80-hr week had become norm in
consulting, law, investment banking
• Jeff Immelt, GE CEO, boasts of
working 100 hrs/wk for 25 years
• “Businesses need to be 24/7 –
individuals don’t” (Anne Mulcahy,
CEO Xerox)
•
Nearly half believe that for exec to
bring this up w/ boss will hurt career
– The younger the exec is, the more
likely to care about this
» Fortune, 11/28/05
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Law School: Out of the Combat Zone
• One group of female legal scholars
vehemently opposed to Socratic Method
– Observed that women tend to be more
reflective and take longer to formulate
answers in class
– Men often better at giving quick, clear-cut
answers under the pressure Socratic Method
creates
• Women law school graduates more than twice as
likely to choose public-interest jobs (although very
small percentage of both do so)
» Source: New York Times, 11/6/04
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