Training

1
Training

• Provides employees with specific skills which
  will improve their job performance

2
Development

• Provides employees with abilities that the
  organization will need in the future

3
The Training Process

• Needs Assessment Phase
• Development and Conduct of Training
• Evaluation

4
Needs Assessment Phase

• Organization needs
• Task Needs (look at knowledge skills and
  abilities needed to do the job)
• Person Analysis - is training the solution?

Training Objectives must be clear
5
Development and Conduct of Training

• On the Job learning (OJT) job rotation,
  apprenticeships, internships
• Off the Job learning formal course,
  simulations, roleplaying in classroom

6
Presentation Options

• Slides and videotapes
• teletraining
• computers
• simulation
• virtual reality
• interactive video disks
• classroom
• the Internet

7
Types of Training

• Skills training
• Retraining
• Cross Functional Training (concurrent
  engineering)
• Team training
• creativity training
• literacy training

8
Creativity Training

• Analogies and metaphors
• free association
• personal analogy
• mind mapping

9
Other Training

• Diversity training
• crisis training
• customer service training

10
Evaluation - Measurement Levels

• Participants reaction to the training at the
  time of training
• participants learning of the content of the
  training
• participants use of their new skills and
  knowledge back on the job
• companys return on the training investment

11
John Wanous - ROPES

• Realistic Orientation Programs for new Employee
  Stress
• provides realistic information
• general support and reassurance
• demonstrates coping skills
• identifies potential stressors

12
Development

• Mentoring/coaching
• Employee counselling

13
Lutherwood CODA Compensation

• What are the patterns of salaries at Lutherwood
  and CODA prior to the merger? (plot salaries -
  look at salary lines)
• Does the proposed system meet the criteria
  specified by Eileen Polsen and the Merger Task
  Force?
• Would you recommend that the proposal be
  accepted? How could it be improved?
• What obstacles to acceptance can you anticipate?
  How should she gain acceptance with Board and
  employees?

14
Recommendation fit with organization and
environment

• Degree of uncertainty
• volatility
• magnitude of change
• complexity

15
Lutherwood CODA salary curves

• Lutherwood premerger salaries - concave curve,
  not linear by grade, 80 k outlier
• CODA inconsistency between grades 3 and 4

16
Criteria being met?

• Is the process fair?
• Yes - Focus groups at 2 stages, market salary
  surveys
• No - job grading membership - 1 CODA person only
  (senior - not rank and file)
• power imbalance, internal inequity?
• Procedural justice/distributive justice? - CODA
  pay ranges for counsellor trainers/admin assts

17
Criteria

• Market conditions? - not met Childrens youth
  workers and self employment business counsellors
• Reward performance? Some steps toward pay for
  performance, but modest. Still mainly membership
  reward based
• affordable? Probably
• individuals above job rate? Red circle

18
Should she accept?

• Job-based vs skill based
• move to greater performance based pay?

19
Obstacles to acceptance?

• Lutherwood vs CODA differences, and rumour mill
• CODA open committee based culture previously -
  how much trust is there in the new HR staff?
• How to get employee acceptance before going to
  Bd?
• Coaching spvrs, appeals process?