Listen and respond honestly to team ideas. Top Management Support A. The CEO, the top manager in the company, plays a key role in determining the importance of training and learning in the company. Integration of Business Units The degree of integration of business units affects the approach to training.
In a highly integrated business, employees need to understand all parts of the company and training must address those needs. Global Presence For companies with global operations, training is needed to prepare employees for overseas assignments. These companies must decide if training will be coordinated through a central U. Business Conditions A. For companies in unstable business environments, characterized by mergers, acquisitions or disinvestments of businesses, training may be left up to managers or it becomes very short-term oriented.
For companies experiencing growth, training may be a greater demand among employees who want to qualify themselves for lateral job moves and promotions. When companies are trying to revitalize and redirect, earnings may be flat and there are likely fewer incentives for participation in training programs.
When companies downsize, training must focus on ensuring continued employability. Human Resource management practices HRM consists of management activities related to the investment time, effort and money in staffing, performance management, training, and compensation and benefits. Companies that adopt state-of-the-art HRM practices that contribute to business strategy tend to demonstrate higher level of performance than firms that do not.
Training, along with selection, performance management, and compensation influence attraction motivation and retention of human capital. Companies vary on such issues as the extent to which they rely on the internal labor market i. Two aspects of a company's staffing strategy influence training: a.
The criteria used to make promotion and assignment decisions assignment flow. The places where the company prefers to obtain the human resources to fill open positions supply flow.
Companies also vary on the extent to which they make promotion and job assignment decisions on individual performance versus group or unit performance.
Uniqueness refers to the extent to which employees are rare and specialized and not highly available in the labor market. Strategic value refers to employee potential to improve company effectiveness and efficiency. Human Resource Planning includes identifying, analyzing, forecasting, and planning changes needed in the human resources to help the company be competitive.
It allows for the anticipation for human resource movement due to turnover, transfers, retirements, promotions. Training can prepare employees for increased responsibilities, job changes, etc. Extent of Unionization The presence of a union leads to joint union-management programs for preparing employees for new jobs, ensuring that all parties buy into the necessary training or changes. Staff involvement in Training and Development A. Managers need to be involved so that training stays related to business needs and training transfer can be supported.
Managers become more involved in the training process if they are rewarded for participating. An emerging trend is to have employees initiate the training process, bearing the responsibility for planning their own development with the company supporting their initiatives. Training and development planning involve identifying needs, choosing the expected outcome, identifying the actions that should be taken, deciding how progress toward goal attainment will be measured, and creating a timetable for improvement.
To identify strengths and weaknesses and training needs, employees need to analyze what they want to do, what they can do, how others perceive them, and what others expect of them. Training Needs in Different Strategies A.
A concentration strategy focuses on increasing market share, reducing costs, or creating and maintaining a market niche for products and services. An internal growth strategy focuses on new market and product development, innovation, and joint ventures. An external growth strategy focuses on acquiring vendors and suppliers or buying businesses to enable the company to expand into new markets.
A disinvestment strategy focuses on liquidation and divestiture of businesses. Models of Organizing the Training Department A. Structure of the training department has important implications for how the training function contributes to the business strategy. Centralized training means that training and development programs, resources, and professionals are primarily housed in one location and decisions about training investment, programs, and delivery methods are made from that department.
Advantages of centralized training function are: 1. It helps drive stronger alignment with business strategy. It allows development of a common set of metrics or scorecards to measure and report rates of quality and delivery.
It helps to streamline processes, and gives the company a cost advantage in purchasing training from vendors and consultants because of the number of trainees who will be involved. It helps companies better integrate programs for developing leaders and managing talent with training and learning during times of change. The Corporate University Model Corporate Training Universities The Corporate University Model has a client group which includes not only employees and managers, but also stakeholders outside the company, including community colleges, universities, high schools, and grade schools.
Creating a Corporate University A. Senior managers form a governing body. A vision statement needs to be developed. A company has to decide how to fund the university.
The degree to which all training needs to be centralized needs to be determined. The needs of the university customers must be identified. Products and services need to be developed. Chose learning partners including: suppliers, consultants, colleges, and companies specializing in education.
Develop and utilize new technologies to train employees. Learning that occurs should be linked to specific performance improvement. The value of the corporate university needs to be communicated to potential customers. Business-Embedded BE Model The BE Model is characterized by five competencies: strategic direction, product design, structural versatility, product delivery, and accountability for results.
It views trainees, their managers, and senior level decision makers as customers of training. The most noticeable feature of a BE function is its structure.
In BE training functions all persons who are involved in the training process communicate and share resources. There is an increasing trend for the training function, especially in companies that have separate business units, to be organized by a blend of the BE model with centralized training that often includes a corporate university. This approach allows the company to gain the benefits of centralized training but at the same time ensure that training can provide programs, content, and delivery methods that meet the needs of specific businesses.
Change involves the adoption of a new behavior or idea by a company. There are many reasons why companies are forced to change, including the introduction of new technology, the need to better take advantage of employee skills and capitalize on a diverse workforce, or the desire to enter global markets. The process of change is based on the interaction among four components of the organization: task, employees, formal organizational arrangements structures, processes, and systems , and informal organization communication patterns, values, and norms.
The four change-related problems that need to be addressed before implementation of any new training practice are resistance to change, loss of control, power imbalance, and task redefinition. Changes can cause managers and employees to have less control over resources. Power refers to the ability to influence others. Managers may lose the ability to influence employees as employees gain access to databases and other information, thus getting more autonomy to deliver products and services.
Employees may be held accountable for learning in self-directed training. Marketing Training and Creating a Brand A. Internal marketing involves making employees and managers excited about training and learning.
It is especially important for trainers who act as internal consultants to business units. For internal consultants to survive, they must generate fees for their services. Successful internal marketing tactics: 1.
Involve the target audience in developing the training or learning effort. Demonstrate how a training and development program can be used to solve specific business needs. Showcase an example of how training has been used within the company to solve specific business needs. Listen and act on feedback received from clients, managers, and employees. Advertise on e-mail, on company Web sites, and in employee break areas.
Designate someone in the training function as an account representative who will interact between the training designer or team and the business unit that is the customer.
Determine what financial numbers such as return on assets, cash flow from operations, or net profit or loss, top-level executives are concerned with and show how training and development will help improve those numbers. Speak in terms that employees and managers understand. Training functions are beginning to become profit centers by selling training courses or seats in training courses to other companies.
Companies sell training services for a number of reasons: 1. Some businesses are so good at a particular aspect of their operations that other companies are asking for their expertise. Other companies aim training at their own customers or dealers.
In some cases, the training department sells used seats in training programs or e- learning courses. Outsourcing Training A. Business process outsourcing refers to the outsourcing of any business process, such as human resource management, production, or training.
Why would companies outsource training? Cost savings 2. Time savings that allow a company to focus on business strategy 3. The CEO, the top manager in the company, plays a key role in determining the importance of training and learning in the company. Integration of Business Units The degree of integration of business units affects the approach to training. In a highly integrated business, employees need to understand all parts of the company and training must address those needs.
Global Presence For companies with global operations, training is needed to prepare employees for overseas assignments. These companies must decide if training will be coordinated through a central U. Business Conditions A. For companies in unstable business environments, characterized by mergers, acquisitions or disinvestments of businesses, training may be left up to managers or it becomes very short-term oriented. For companies experiencing growth, training may be a greater demand among employees who want to qualify themselves for lateral job moves and promotions.
When companies are trying to revitalize and redirect, earnings may be flat and there are likely fewer incentives for participation in training programs. When companies downsize, training must focus on ensuring continued employability. Human Resource management practices HRM consists of management activities related to the investment time, effort and money in staffing, performance management, training, and compensation and benefits.
Companies that adopt state-of-the-art HRM practices that contribute to business strategy tend to demonstrate higher level of performance than firms that do not. Training, along with selection, performance management, and compensation influence attraction motivation and retention of human capital.
Companies vary on such issues as the extent to which they rely on the internal labor market i. The criteria used to make promotion and assignment decisions assignment flow.
The places where the company prefers to obtain the human resources to fill open positions supply flow. Companies also vary on the extent to which they make promotion and job assignment decisions on individual performance versus group or unit performance. Uniqueness refers to the extent to which employees are rare and specialized and not highly available in the labor market.
Strategic value refers to employee potential to improve company effectiveness and efficiency. Human Resource Planning includes identifying, analyzing, forecasting, and planning changes needed in the human resources to help the company be competitive.
It allows for the anticipation for human resource movement due to turnover, transfers, retirements, promotions. Training can prepare employees for increased responsibilities, job changes, etc.
Extent of Unionization The presence of a union leads to joint union-management programs for preparing employees for new jobs, ensuring that all parties buy into the necessary training or changes.
Staff involvement in Training and Development A. Managers need to be involved so that training stays related to business needs and training transfer can be supported. Managers become more involved in the training process if they are rewarded for participating. An emerging trend is to have employees initiate the training process, bearing the responsibility for planning their own development with the company supporting their initiatives.
Training and development planning involve identifying needs, choosing the expected outcome, identifying the actions that should be taken, deciding how progress toward goal attainment will be measured, and creating a timetable for improvement.
To identify strengths and weaknesses and training needs, employees need to analyze what they want to do, what they can do, how others perceive them, and what others expect of them. Training Needs in Different Strategies A. A concentration strategy focuses on increasing market share, reducing costs, or creating and maintaining a market niche for products and services. An internal growth strategy focuses on new market and product development, innovation, and joint ventures. An external growth strategy focuses on acquiring vendors and suppliers or buying businesses to enable the company to expand into new markets.
A disinvestment strategy focuses on liquidation and divestiture of businesses. Models of Organizing the Training Department A. Structure of the training department has important implications for how the training function contributes to the business strategy.
Centralized training means that training and development programs, resources, and professionals are primarily housed in one location and decisions about training investment, programs, and delivery methods are made from that department.
Advantages of centralized training function are: 1. It helps drive stronger alignment with business strategy. It allows development of a common set of metrics or scorecards to measure and report rates of quality and delivery. It helps to streamline processes, and gives the company a cost advantage in purchasing training from vendors and consultants because of the number of trainees who will be involved.
It helps companies better integrate programs for developing leaders and managing talent with training and learning during times of change. The Corporate University Model Corporate Training Universities The Corporate University Model has a client group which includes not only employees and managers, but also stakeholders outside the company, including community colleges, universities, high schools, and grade schools.
Creating a Corporate University A. Senior managers form a governing body. A vision statement needs to be developed. A company has to decide how to fund the university. The degree to which all training needs to be centralized needs to be determined. The needs of the university customers must be identified. Products and services need to be developed. Chose learning partners including: suppliers, consultants, colleges, and companies specializing in education.
Develop and utilize new technologies to train employees. Learning that occurs should be linked to specific performance improvement. The value of the corporate university needs to be communicated to potential customers. Business-Embedded BE Model The BE Model is characterized by five competencies: strategic direction, product design, structural versatility, product delivery, and accountability for results.
It views trainees, their managers, and senior level decision makers as customers of training. The most noticeable feature of a BE function is its structure. In BE training functions all persons who are involved in the training process communicate and share resources. There is an increasing trend for the training function, especially in companies that have separate business units, to be organized by a blend of the BE model with centralized training that often includes a corporate university.
This approach allows the company to gain the benefits of centralized training but at the same time ensure that training can provide programs, content, and delivery methods that meet the needs of specific businesses. Change involves the adoption of a new behavior or idea by a company. There are many reasons why companies are forced to change, including the introduction of new technology, the need to better take advantage of employee skills and capitalize on a diverse workforce, or the desire to enter global markets.
The process of change is based on the interaction among four components of the organization: task, employees, formal organizational arrangements structures, processes, and systems , and informal organization communication patterns, values, and norms. The four change-related problems that need to be addressed before implementation of any new training practice are resistance to change, loss of control, power imbalance, and task redefinition.
Changes can cause managers and employees to have less control over resources. Power refers to the ability to influence others. Managers may lose the ability to influence employees as employees gain access to databases and other information, thus getting more autonomy to deliver products and services. Employees may be held accountable for learning in self-directed training. Internal marketing involves making employees and managers excited about training and learning.
It is especially important for trainers who act as internal consultants to business units. For internal consultants to survive, they must generate fees for their services. Successful internal marketing tactics: 1. Involve the target audience in developing the training or learning effort. Demonstrate how a training and development program can be used to solve specific business needs.
Showcase an example of how training has been used within the company to solve specific business needs. Listen and act on feedback received from clients, managers, and employees. Advertise on e-mail, on company Web sites, and in employee break areas.
Designate someone in the training function as an account representative who will interact between the training designer or team and the business unit that is the customer.
Determine what financial numbers such as return on assets, cash flow from operations, or net profit or loss, top-level executives are concerned with and show how training and development will help improve those numbers. Speak in terms that employees and managers understand. Training functions are beginning to become profit centers by selling training courses or seats in training courses to other companies. Companies sell training services for a number of reasons: 1. Some businesses are so good at a particular aspect of their operations that other companies are asking for their expertise.
Other companies aim training at their own customers or dealers. In some cases, the training department sells used seats in training programs or elearning courses. Outsourcing Training A. Business process outsourcing refers to the outsourcing of any business process, such as human resource management, production, or training. Why would companies outsource training?
Cost savings 2. Time savings that allow a company to focus on business strategy 3. Improvements in compliance and accuracy in training mandated to comply with federal, state, or local rules 4. The lack of capability within the company to meet learning demands. The desire to access best training practices Reasons companies do not outsource their training: 1. The inability of outsourcing providers to meet company needs 2. Darren rated it really liked it Jul 07, Reechel Batiles rated it it was amazing Nov 04, Mirko rated it really liked it Aug 27, Joshua Herbert rated it really liked it Mar 24, Feliz rated it it was amazing Dec 10, Eir90 rated it it was ok Mar 25, Marvin rated it it was amazing Dec 18, Usman Yakubu rated it it was amazing May 21, Jaclyn rated it liked it Sep 10, Busra rated it it was amazing Jan 01, Steven Moore rated it liked it Nov 29, Gustavo Hernandez Moreno rated it it was amazing Dec 30, Tristan rated it it was ok Jan 07, Joseph Fuller rated it it was ok Jul 15, Lekshmi rated it it was amazing Jan 07, Ryan Beaver rated it really liked it Jan 11, There are no discussion topics on this book yet.
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