t&d and career development - ppt.ppt

8/14/2019 T&D and Career Development - ppt.ppt

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Training Development andCareer Management


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Training vs. Development

Training

The process of

providing employees

with specific skills or

helping them correct

deficiencies in their

performance.

Current Job

Individual Employees

Immediate

Fix current skill deficit

May be seen as negative

Development

An effort to provide

employees with the

abilities the

organization will need

in the future

Current and future job

Work group and

organization Long term

Prepare for future work

demands


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Challenges in Training

Is trainingthe solution to the problem?

Are the goals of training clearand realistic?

Is training a good investment?

Will the training work?


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Managing the Training Process

Phase 1 - Needs Assessment Clarifying the objectives of training Organizational

Task

Person Phase 2 - Training and Conduct

Direct response to an organizational problem orneed

Approaches vary by location, presentation, andtype

Phase 3 - Evaluation Effectiveness of the training is assessed


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Managing the Training ProcessPhase 1 - Needs Assessment

Four Steps to Conducting a NeedsAssessments:Step 1. Perform a "Gap" Analysis.

Current situation (SKA) vs. Desired or necessary

situation The difference the "gap" between the current

and the necessary will identify our needs,purposes, and objectives. Problems or deficits

Impending change Opportunities

Strengths

New directions

Mandated training


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Four Steps to Conducting a NeedsAssessments:

Step 2. Identify Priorities and Importance.

Examine each in view of their importance toyour organizational goals, realities, and

constraints

Cost-effectiveness

Legal mandates

Executive pressure

Population

Customers


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Four Steps to Conducting a NeedsAssessments:

Step 3. Identify Causes Of Performance

Problems and/or Opportunities.

Are our people doing their jobs effectively?

Do they know how to do their jobs?


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Four Steps to Conducting a NeedsAssessments:Step 4. Identify Possible Solutions and Growth

Opportunities.

Trainingmay be the solution, IFthere is aknowledge problem.

Organization Development Activitiesmay providesolutions when the problem is not based on alack of knowledge and is primarily associated

with systematic change strategic planning organization restructuring

performance management

effective team building


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Managing the Training ProcessPhase 2 -The Training and Conduct Phase

The training program that results fromassessment should be a direct response

to an organizational problem or need.

Approaches vary by Location

Presentation

Type


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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Location OptionsOJT

Job rotation Moving a trainee from department to department to broaden

his or her experience and identify strong and weak points.

Apprenticeships A structured process by which people become skilled

workers through a combination of classroom instruction andon-the-job training.

Internships

Advantages

Can be inexpensive to implement Immediate feedback

Disadvantages Can be costly in customer satisfaction Wide variation in quality and content of teaching


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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Location OptionsOff- the-job Training

Simulated training

Training employees on special off-the-job equipment so training costsand hazards can be reduced.

Role Playing

Creating a realistic situation in which trainees assume the roles of persons inthat situation.

Corporate universities Provides a means for conveniently coordinating all the companys training

efforts and delivering Web-based modules that cover topics from strategicmanagement to mentoring.

In-house development centers

A company-based method for exposing prospective managers to realisticexercises to develop improved management skills.

Advantages

More conducive to learning/less distractions

Disadvantages

Learning may not transfer back to job


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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Presentation Options

Slides and Videotapes

Teletraining

Computers

Simulations

Replicate job demands at off-site facility

Virtual Reality (VR)

The use of a number of technologies to replicatethe entire real-life working environment in real time

Classroom Instruction and Role-plays


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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Types of Training

Skills Training

job aids

External sources of information that provide job relatedinformation

Retraining

Cross-functional Training

Team Training

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Managing the Training ProcessPhase 2 -The Training and Conduct Phase Types of Training

Creativity Trainingbrainstorming

Literacy Training

Diversity Training

Crisis Training

Customer Service Training

Ethics Training

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Managing the Training ProcessPhase 3 - The Evaluation Phase

Monetary Assessment ROI (return on investment) of training

ROI = (Training BenefitsTraining Costs)/(Training

Costs) x 100 = (Net Training Benefits)/(TrainingCosts) x 100

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Managing the Training ProcessPhase 3 The Evaluation PhaseKirkpatrick

Model Level 1: Reaction

Were the participants pleased?

What do they plan to do with what they learned?

Level 2: Learning

What skills, knowledge, or attitudes have changed? By how much?

Level 3: Behavior

Did the participants change their behavior based on what

was learned in the program? Level 4: Results

Did the change in behavior positively affect theorganization?

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Managing the Training ProcessPhase 3 - The Evaluation Phase

Legal Issues in Training

The major requirement here is that

employees must have access to training and

development programs in a nondiscriminatoryfashion

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Orienting Employees

Employee orientation A procedure for providing new employees

with basic background information about thefirm

Orientation content Information on employee benefits

Personnel policies

The daily routine Company organization and operations

Safety measures and regulations

Facilities tour

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Orienting Employees

A successful orientation shouldaccomplish four things for new

employees:

Make them feel welcome and at ease. Help them understand the organization in a

broad sense.

Provide a Realistic Job Preview (RJP) Make clear to them what is expected in terms of

work and behavior.

Help them begin the process of becoming

socialized into the firms ways of acting and

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CHAPTER 9

Developing Careers

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Chapter Objectives Establish a sound

process for helping

employees develop their

careers

Understand how todevelop your own career

Identify the negative

aspects of an

overemphasis on careerdevelopment

Establish an

organizational culture

that supports careerdevelo ment

Key Terms Career development

Job Rotation

Mentoring

Promotability Forecast

Succession Planning

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Term(s)

Career development An ongoing and formalized effort that focuses

on developing enriched and more capable

workers.

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Challenges in Career

Development Who will be responsible?

The Individual

The Manager

The Organization

How much emphasis is appropriate?

How will the needs of a diverse

workforce be met?

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Development The Individual

Accept responsibility for your own career

Assess your interests, skills, and values

Seek out career information and resources Establish goals and career plans

Utilize development opportunities

Talk with your manager about your career

Follow through on realistic career plans

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Development The Manager

Provide timely performance feedback

Provide developmental assignments and

support Participate in career development discussions

Support employee development plans

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Development The Organization

Communicate mission, policies, and

procedures

Provide training and developmentopportunities

Provide career information and career

programs

Offer a variety of career options

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Career Development

The Assessment Phase

The Direction Phase

The Development Phase

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Career DevelopmentThe Assessment Phase

Self-Assessment

Career workbooks & Career-

planning workshops Skills Assessments

Interest Inventory

Values Clarification

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Career DevelopmentThe Assessment Phase

Organizational Assessment

Psychological Testing

Performance Appraisals Assessment Centers

Promotability Forecast

Succession Planning

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Career DevelopmentThe Direction Phase

Individual Career Counseling

Information Services

Job-posting systems

Skills inventories

Career paths

Career resource center

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Career DevelopmentThe Development Phase

Mentoring process in which a more experienced person

supports and aids a less experienced person inhis/her professional or personal development

Job Rotation individual is moved through a schedule of assignments

designed to give him or her a breadth of exposure tothe entire operation.

also practiced to allow qualified employees to gainmore insights into the processes of a company and toincrease job satisfaction through job variation.

Tuition Assistance Programs

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C


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Career DevelopmentInnovative Corporate Career Development

Initiatives Provide each employee with an individual

budget

Offer on-site or online career centers

Encourage role reversal Establish a corporate campus

Help organize career success teams

Provide career coaches

Provide career planning workshops

Utilize computerized on- and offline career

development programs

Establish a dedicated facility for career

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Career Self-Assessment

Does what youre doing for workresonate with your values?

Do you find your work to be meaningful?

How does your organization treat you?

How do you use your talents at work?

What is your manager like?

What is your life like?

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Guidelines for Todays Leaders

Take an entrepreneurial perspective

Embrace chaos

Some risk is needed

Breadth is the key

Soft-skills can make or break you

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Self-Development: Development

Suggestions

1. Create your own personal missionstatement

2. Take responsibility for your own

direction and growth3. Make enhancement, rather than

advancement, your priority

4. Talk to people in positions to which youaspire and get their suggestions on how

to proceed

5. Set reasonable goals

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Self-Development: Advancement

Suggestions

1. Remember that performance in yourfunction is important, but interpersonal

performance is critical

2. Set the right values and priorities3. Provide solutions, not problems

4. Be a team player

5. Be customer oriented

6. Act as if what you are doing makes a

difference

t&d and career development - ppt.ppt

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