Introduction: Training For Competitive Advantage

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Chapter

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Introduction: Training for Competitive Advantage

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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What is training?  Training

refers to a planned effort by a company to facilitate employees’ learning of job-related competencies.  The goal of training is for employees to  master

the knowledge, skill, and behaviors emphasized in training programs, and  apply them to their day-to-day activities Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Training Design Process Conducting Needs Assessment

Developing an Evaluation Plan Select Training Method

Ensuring Employees’ Readiness for Training

Creating a Learning Environment

Ensuring Transfer of Training

Monitor and Evaluate the Program

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Assumptions of Training Design Approaches Training design is effective only if it helps employees reach instructional or training goals and objectives.  Measurable learning objectives should be identified before training.  Evaluation plays an important part in planning and choosing a training method, monitoring the training program, and suggesting changes to the training design process. 

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Forces Influencing the Workplace and Training

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Globalization  Need for leadership  Increased value placed on knowledge  Attracting and winning talent  Quality emphasis  Changing demographics and diversity of the work force  New technology  High-performance model of work systems 

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

Skills needed to manage a diverse workforce include:

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Communicating effectively with employees from a wide variety of backgrounds.  Coaching and developing employees of different ages, educational backgrounds, ethnicities, physical abilities, and races.  Providing performance feedback that is free of values and stereotypes based on gender, ethnicity, or physical handicap.  Creating a work environment that allows employees of all backgrounds to be innovative. 

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

How Managing Cultural Diversity Can Provide Competitive Advantage 1. Cost argument

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As organizations become more diverse, the cost of a poor job in integrating workers will increase. Those who handle this well will thus create cost advantages over those who don’t.

2. Resource-acquisition Companies develop reputations on favorability as prospective employers for women and minorities. argument Those with the best reputations for managing diversity will be the most attractive employers for women and minority groups. An important edge in a tight labor market.

3. Marketing argument

The insight and cultural sensitivity that members with roots in other countries bring to the marketing effort should improve these efforts in important ways. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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How Managing Cultural Diversity Can Provide Competitive Advantage (continued) 4. Creativity argument

Diversity of perspectives and less emphasis on conformity to norms of the past should improve the level of creativity.

5. Problem-solving argument

Heterogeneity in decisions and problem-solving groups potentially produces better decisions through a wider range of perspectives and more through critical analysis of issues.

6. System flexibility argument

An implication of the multicultural model for managing diversity is that the system will become less determinant, less standardized, and therefore more fluid. The increased fluidity should create greater flexibility to react to environmental changes (i.e., reactions should be faster and cost less). Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Use of new technology and work design needs to be supported by specific HRM practices:  Employees

choose or select new employees or team members.  Employees receive formal performance feedback and are involved in the performance improvement process.  Ongoing training is emphasized and rewarded.  Rewards and compensation are linked to company performance. Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Use of new technology and work design needs to be supported by specific HRM practices: (continued)  Equipment

and work processes encourage maximum flexibility and interaction between employees.  Employees participate in planning changes in equipment, layout, and work methods.  Employees understand how their jobs contribute to the finished product or service.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

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Roles and Competencies of Trainers Roles

Competencies

Analysis/Assessmen t Role

Industry understanding; computer competence; data analysis skill; research skill of adult learning; skills in Understanding feedback; writing, electronic systems, and preparing objectives Career development theory; business understanding; delegation skills; training and development theory; computer competence Adult learning principles; skills related to

Development Role Strategic Role

Instructor/Facilitato r Role Administrator Role

coaching, feedback, electronic systems, and group processes Computer competence; skills in selecting and identifying facilities; costbenefit analysis; project management; records management

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.