Managing HRM, 2e

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Chapters 8 9

• Training and Developing the Work Force

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Training
The process of providing employees with specific
skills or helping them correct deficiencies in
their performance.
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Development
An effort to provide employees with the abilities
the organization will need in the future.
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Training versus Development
Training
Development
Focus Scope Time Frame Goal
Current job Individual employees Immediate Fix
current skill deficit
Current and future jobs Work group/organization Lo
ng term Prepare for future work demands
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Challenges in Training

• Is training the solution to the problem?
• Are the goals of training clear and realistic?
• Is training a good investment?
• Will the training work?

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The Training Process

• Needs Assessment Phase
• Organization Needs
• Task Needs
• Person Needs

• Development and Conduct
• of Training
• Location
• Presentation
• Type

Evaluation
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Guidelines for Using On-the-Job Training

• Managers Should Select OJT When
• Participatory learning is essential.
• One-on-one training is necessary.
• Five or fewer employees need training.
• Taking employees out of the work environment for
  training is not cost-effective.
• Classroom instruction is not appropriate.
• Equipment and safety restrictions make other
  training methods ineffective.
• Frequent changes in standard operation procedures
  allow minimal time for retraining.
• Work in progress cannot be interrupted.
• The task for which the training is designed is
  infrequently performed.
• Immediate changes are necessary to meet new
  safety requirements.

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Guidelines for Using On-the-Job Training (cont.)

• Managers Should Select OJT When
• A defined proficiency level or an individual
  performance test is required for certification or
  qualification.
• What OJT Should Cover
• Large or secured equipment.
• Delicate or calibrated instruments.
• Tools and equipment components of a complex
  system.
• Delicate or dangerous procedures.
• Classified information retained in a secured area.

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Sources of Customer Dissatisfaction with IBM
Telephone Service
Voice Systems and Message Expectations 18.1
Calls Not Returned 24.1
Operator Assistance 6.7
Excessive Rings 4.3
Getting to Knowledgeable Person or Backup 44
Telephone Tag 2.4
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IBM Senior Vice Presidents Memo to All Managers
INTEROFFICE MEMO
Overall, the rating of our telephone service by
customers and internal users is poor. Together,
we are going to fix this problem, and fix it fast.
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Steps to Skill Improvement at IBM

• 1. Build in commitment.
• Gain support of management.
• 2. Thoroughly analyze the problem.
• Is it important?
• What is the real problem?
• 3. Gain line support.
• 4. Develop training strategies.
• Is there more than one group of employees that
  needs training?
• Design material appropriate to each groups needs
  and motivation levels.
• 5. Develop motivational strategies.
• Take steps to heighten awareness of issues.
• Signal importance of issue through measurement
  and recognition programs.

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Career Development
An ongoing and formalized effort that focuses on
developing enriched and more capable workers.
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Career Development System Linking
Organizational Needs with Individual Career Needs
Organizational Needs
Individual Career Needs

• What are the organizations
• major strategic issues over
• the next two to three years?
• What are the most critical
• needs and challenges that
• the organization will face
• over the next 2 - 3 years?
• What critical skills, know-
• ledge, and experience
• will be needed to meet
• these challenges?
• What staffing levels will
• be required?
• Does the organization have
• the strength necessary to
• meet the critical challenges?

• How do I find career
• opportunities within the
• organization that
• Use my strengths
• Address my
• developmental needs
• Provide challenges
• Match my interests
• Match my values
• Match my personal style

Issue
Are employees developing themselves in a way that
links personal effective- ness and
satisfaction with the achievement of the
organizations strategic objectives?
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The Career Development Process
Assessment Phase
Direction Phase
Development Phase
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The Assessment Phase of Career Development

• Self-Assessment
• Self-assessment is increasingly important for
  companies that want to empower their employees to
  take control of their careers
• Whether done through workbooks or workshops,
  self-assessment usually involves doing skills
  assessment exercises, completing an interests
  inventory, and clarifying values.
• Organizational Assessment
• Some of the tools traditionally used by
  organizations in selection are also valuable for
  career development. Among these are
• Assessment centers
• Psychological testing
• Performance appraisal
• Promotability forecasts
• Succession planning

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Common Assessment Tools
Self-Assessment
Organizational Assessment
Career workbooks Career-planning workshops
Assessment centers Psychological
testing Performance appraisal Promotability
forecasts Succession planning
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Sample Skills Assessment Exercise
Use the scales below to rate yourself on each of
the following skills. Rate each skill area both
for your level of proficiency and for your
preference.
Proficiency
1 Still learning
2 OK competent
3 Proficient
Preference
1 Dont like to use this skill
2 OK Dont particularly like or dislike
3 Really enjoy using this skill
Skill Area Proficiency x Preference
Score 1. Problem solving
_______ _______ _______ 2. Team presentation
_______ _______ _______ 3. Leadership
_______ _______ _______ 4. Inventory
_______ _______ _______ 5. Negotiation
_______ _______ _______ 6. Conflict
management _______ _______ _______ 7.
Scheduling _______ _______ _______ 8.
Delegation _______ _______ _______ 9.
Participative management_______ _______ _______
10. Feedback _______ _______ _______ 11.
Planning _______ _______ _______ 12.
Computer _______ _______ _______
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The Direction Phase of Career Development

• Individual Career Counseling
• This refers to one-on-one sessions with the goal
  of helping employees examine their career
  aspirations.
• Information Services
• Information services provide career development
  information to employees.
• Job-posting systems
• Skills inventories
• Career paths
• Career resource center

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Career Path
A chart showing the possible directions and
career opportunities available in an
organization it presents the steps in a possible
career and a plausible timetable for
accomplishing them.
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Alternative Career Paths for a Hotel Employee
Waiter/ Waitress
Pantry Worker
Pastry Cook
Sauce Cook
Short- Order Cook
Sous- Chef
Bus- person
Host/ Hostess
Liquor Store- room Steward
Beverage Manager
Asst. Banquet Manager
Banquet Manager
Store- room Clerk
Assistant Steward
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The Development Phase of Career Development

• Mentoring
• Mentoring relationships generally involve
  advising, role modeling, sharing contacts, and
  giving general support.
• Coaching
• Employee coaching consists of ongoing, sometimes
  spontaneous, meetings between manages and their
  employees to discuss the employees career goals
  and development.
• Job Rotation
• Job rotation involves assigning employees to
  various jobs so that they acquire a wider base of
  skills.
• Tuition Assistance Programs
• Organizations offer tuition assistance programs
  to support their employees education and
  development.

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Advancement Suggestions

• Remember that performance in your function is
  important, but interpersonal performance is
  critical
• Set the right values and priorities.
• Provide solutions, not problems.
• Be a team player.
• Be customer oriented.
• Act as if what youre doing makes a difference.

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