Chapter One - Management Performance Through Training And Development 5r3j49

Managing Performance through Training and Development Sixth Edition

PowerPoint Slides Dr. Lori Buchart, CD, CHRP Mount Royal University

© 2013 by Nelson Education Ltd.

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CHAPTER ONE

The Training and Development Process

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LEARNING OUTCOMES  Understand the meaning of performance management (PM), training and development (T&D), and human resources development (HRD)  Describe the PM process and the role of T&D  Describe the societal, organizational, and employee benefits of T&D  Discuss T&D in Canada  Explain the role of the environmental and organizational context of T&D and the human resources system  Discuss the meaning of strategic HR, T&D, and high-performance work systems  Discuss the instructional systems design model of T&D © 2013 by Nelson Education Ltd.

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INTRODUCTION  Value of T&D cannot be underestimated – critical function  Number of incidents attributable to lack of training, which cost lives and money  Success and competitiveness are highly dependent upon sound T&D – critical to organizational performance  T&D are key factors in creativity, innovation, and transfer of knowledge, and are part of the defining factors of best companies to work for in Canada  It is a sound investment with an ROI – not a cost!

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PERFORMANCE MANAGEMENT Performance management entails:  Not a single event – it is a continuous loop of: • (Re-)Establishing performance goals and expectations • Deg interventions and programs to develop employee KSA and overall employee and company performance • Monitoring success of interventions and programs  Employee development plans are critical in this process © 2013 by Nelson Education Ltd.

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PM PROCESS

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TRAINING AND DEVELOPMENT  Training and Development • Formal and planned efforts that allow one to acquire KSAs: – Training: To improve current job performance (short-term focus) – Development: To perform future job responsibilities (longer-term focus) – i.e., career goals and organizational objectives © 2013 by Nelson Education Ltd.

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HUMAN RESOURCES DEVELOPMENT  HRD: • Systematic and planned activities that are designed by an organization to provide: – Employees with an opportunity to learn necessary skills to meet current and future job demands

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T&D BENEFITS Organizational  Increases effectiveness and productivity  Maintains competitive advantage  Improves recruitment and retention efforts  Provides an integrated structure/process to achieve organization’s business objectives

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T&D BENEFITS Employees  Intrinsic and Extrinsic • Confidence • Self-efficacy • Higher earnings • Promotion/advancement • Positive attitude/behaviour • Seek out opportunities © 2013 by Nelson Education Ltd.

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T&D BENEFITS Society  Society • Skilled workforce • Increased standard of living • Increased global presence Note: Canada lags in the category of innovation and competitiveness

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CANADA STATISTICS  Can we do better in Canada? • Number of employees in Canadian organizations that receive training: – 11 million workers receive some sort of workplace training as follows: – More than 2/3 (69%) full-time workers – 50% part-time employees – 31% seasonal/contract employees © 2013 by Nelson Education Ltd.

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INVESTMENT OR EXPENSE?  2006 – Canada ranked 21st in T&D spending  2002 – Canada ranked 12th in T&D spending  Underinvestment may lead to a gap in essential skills to remain competitive in today’s global marketplace  Must increase spending – not look at it as an expense, but rather an investment

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QUEBEC TRAINING LAW  ed in 1995 – “1% or training law” • Only payroll training tax in North America  Changed way firms structure, organize, and deliver training: • Actively planning and implementing training – Participation increased (1997–2002) from: – 21% to 33% in Quebec – 29% to 35% in Canada • Employers, governments, and unions working together to find ways to promote © 2013 by Nelson Education Ltd.

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T&D CONTEXT

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T&D CONTEXT A. Environmental Context 1. 2. 3. 4. 5.

Global competition Technology Labour market Change Social climate

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T&D CONTEXT B. Organizational Context 1. Strategy 2. Structure 3. Culture

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T&D CONTEXT C. Human Resources Management System  High-Performance Work System (HPWS)  Integration with all HR practices and policies  Integration with business strategy … Is Essential  Influences T&D strategy, policy, and practice

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STRATEGIC T&D  Business strategy influences HRM strategy  An integrated/interrelated approach

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INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD)

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INSTRUCTIONAL SYSTEMS DESIGN MODEL (ISD)  Rational and scientific model of T&D process consists of three major overlapping steps:  Starts with performance gap or itch (problem) – Training needs analysis – Training design and delivery – Training evaluation

 The ISD model guides strategic T&D process (and the rest of this course) © 2013 by Nelson Education Ltd.

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SUMMARY  Investigated strategic T&D processes and drivers of these processes  T&D play critical roles in an organization’s competitive advantage, effectiveness, and productivity  Done right, there can be a significant ROI – not simply an expense  Discussed state of training in Canada with added emphasis on the Quebec Training Law and its effectiveness since its inception © 2013 by Nelson Education Ltd.

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SUMMARY  The value of training and development is increased when linked to SHRM, aligned with other HR practices (and a HPWS), and tied to an organization’s business strategy  Introduced instructional systems design (ISD) model • Key concepts to be addressed in subsequent chapters, such as needs analysis, training design and delivery, and the evaluation of training programs © 2013 by Nelson Education Ltd.

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