Professional Documents
Culture Documents
" - Mark Twain Recently, I was asked if I was going to fire an employee who made a mistake that cost the company $600,000. No, I replied, I just spent $600,000 training him. Why would I want somebody to hire his experience? - Thomas J. Watson (American Entrepreneur and Founder of IBM , 1874-1956)
Learning without thought is labor lost. Thought without learning is intellectual death." - Confucius What I hear, I forget. What I see, I remember. What I do, I understand. - Confucius "Knowing is not enough; we must apply. Willing is not enough we must do." - Goethe "You cannot teach a man anything. You can only help him discover it within himself." - Galileo Galilei Live as if your were to die tomorrow. Learn as if you were to live forever." - Gandhi "The only kind of learning which significantly influences behavior is self-discovered or self-appropriated learning - truth that has been assimilated in experience." - Carl Rogers
According to recent review by HBR, there is a direct link between Training investment of the companies & the market capitalization. Those companies with higher training investment had higher market capitalization.
Infosys is planning to scale up its training budget by 24 per cent next fiscal to $230
million. The technology firm has already hiked training time to groom its employees for leadership roles by 10 weeks to 29 weeks. The Economic Times quoted Tan Moorthy, vice president and head (education and research), Infosys, as saying, We want employees to understand context of the customer, equip them with better business acumen so they can offer solutions and options for clients and not just routine services.
Companies like Accenture Tata spend 3% to 5% of revenue on employee training. Best in class allocates 45 hrs in annual training for executives and 51 hrs for
supervisory personnel. 3M specifies 40 hrs., AT&T 80 hrs.
prerequisite for consideration for promotion or a requirement once the promotion is obtained. E-learning through Learning Portals, Accenture has My Learning
Strategic choices
follow rules or who challenge ineffective rules. The issue is how to achieve the stability that is needed to function as an organization and at the same time to encourage the employees to develop their creativity. Toyota, Nissan, 3M. Rand Merchant Bank of SAs Rule book. b) Develop human resources or hire developed
people: Size is a major factor. Untrained people are cheaper. P&G, IBM.
ones:
c)
Improve performance of marginal performers or replace them: Improving versus replacing poor performers; cost entailed, legal considerations, replacement costs, top mgts philosophy.
strategy match the organization's overall strategy? Strategy and development: growth by entering new markets.
Innovative training
Training can: increase employees knowledge of foreign competitors and cultures. help ensure that employees have the basic skills to work with new technology, help employees understand how to work effectively in teams to contribute to product and service quality. Ensure that the companys culture emphasizes innovation, creativity, and learning. Ensure employment security by providing new ways for employees to contribute to the company when their jobs change, their interests change, or their skills become obsolete. Increase ability to deal with crisis and emergencies. Prepare employees to accept and work more effectively with each other, particularly with minorities and women. Promote safe working behavior and environment.
Motivational workshops
Communication Skills Leadership Training Time Management Conflict Resolution Stress Management Coaching and Mentoring Team Building Skills Executive Coaching Creative Problem Solving Presentation Skills Short Motivational Programs Sales Training Performance Appraisal Workshop Cost effective Programs Corporate Adventure Training
Innovative training
E.g. coca colas 10 week MDP for potential
GMs includes traditional leadership training as well as internally designed simulations that are mirror images of business in Coca Cola. GE teams of executives are given actual business problems. Business school professors and consultants participate in the process.
Orientation Training
The biggest job we have is to teach a newly hired employee how to fail intelligently. We have to train him to experiment over and over and to keep on trying and failing until he learns what will work. - Charles F. Kettering
Orientation
Orientation:
familiarizing new employees with the rules, policies, procedures and culture of the organization. It orients, guides and directs the new employees to understand the work, organization, work group and mission and goals. Socialization: The process of learning how and why things are done in an organization. Acculturation: The process of learning the culture of an organization. Organization Culture is a set of values, beliefs, history, traditions, norms, artifacts that a group holds in common.
6. 7. 8. 9.
immediate kinds of information. The most significant part of orientation is the human side New employees should be sponsored or directed in the immediate environment by an experienced worker or supervisor New employees should be gradually introduced to the people with whom they will work New employees should be allowed sufficient time to get their feet on the ground before job demands on them are increased. Keep the paper work portion of the orientation light on the first day. Alternate heavy information such as benefits and insurance forms with live accounts of the organisation by the CEO. (orgn is made of people not rules only) Glossary of terms unique to the organisation: In Disney employees are called cast members. Find a buddy for each employee . The match should be on a personality basis rather than a job basis.
Components of An Orientation
Welcoming. Meeting with the boss. Completing paperwork. Reviewing the employee handbook Contents of employee Manual
1. 2. 3. 4.
Employment Relationships between the employer and employee are based on an implied contract not a written one. (employment at will). It should be avoided. Wrongful discharge suits by employees can be for four reasons: dismissing the employee for refusing to perform some illegal or unethical activity. Unfairness and lack of good faith: fired just before his retirements benefits are to begin. Sabotaged by the company for seeking job outside. When Employer do not walk the talk.
training: job description, objectives, performance evaluation. Conducting follow up session. Informal Training: Hazing
Train
feedback
of environment, strategies, and resources to determine where to emphasize training of the activities to be performed in order to determine the KSAs needed. of performance, knowledge, and skills in order to determine who needs training.
TASK ANALYSIS
PERSON ANALYSIS
these goals? What behaviors are necessary for each job incumbent to complete his/her tasks? What deficiencies if any do incumbents have in the KSAs required to exhibit the job behaviour?
Organizational analysis involves determining the appropriateness of training, given the company's business strategy, its resources available for training, and support by managers and peers for reining activities. SunU, the training and development organization of Sun Microsystems realigned its training philosophy and types of training conducted to be more linked to Suns strategy of internal growth. Person analysis helps the manager identify whether training is appropriate and which employees need training. When a problem, such as a performance deficiency, is identified, it is often unclear whether training is the solution. Task analysis identifies the conditions in which tasks are performed. A job is a specific position requiring the completion of specific tasks.
Performance appraisal, Customer complaints, employment tests. Other sources: Consultants, employees, Management Methods: Observation, Interview, Questionnaires, JA, PA, testing.
Learning principles
Employee Motivation Recognition of Individual Differences Practice Reinforcement (partial, continuous schedule) Knowledge of results Goal directed Meaningfulness of material Transfer of training Modeling Behavior modification
Principles of Learning
Focus on learning and transfer
Goal setting - Whats the value? Meaningfulness of presentation Behavioral modeling Recognition of individual learning differences
Performance
Plateau
Low Time (weeks)
between learning in the T&D context and behaviors and results in the job environment. Factors: Theory, demo, practice (simulation), practice on the job with feedback and coaching
On the job training: Reduces down time, maximizes content relevance, ensures that learning is embedded into routine processes.
of the HRM system. Making T&D a part of an overall human resource framework that hires, promotes, develops and rewards people using a core set of competencies. Trainees are held accountable for improved performance following training during performance appraisals. Structured career pathing also integrates T&D with HRM systems. Coworkers and supervisors are involved in proactively supporting knowledge base and behavioral improvements after T&D. (e.g. Xerox LUTI, learn, use, train and inspect)
Determine budget Identify institutional support Identify training objectives Research content Determine time on specific content Determine methods of delivery Develop handouts
organisational culture and values, T&D objectives, profile of trainees and trainers, financial and technological resources. Emphasis on on-the-job training, exploitation of technology to aid training, (satellite communications or teleconferencing, interactive video network as in Fed Ex) teams and mentoring. Emphasis on increasing the efficiency and cost effectiveness of training.
Off the job training: Lectures, Audiovisual presentations, Case studies, Programmed Learning Computer assisted instructions, Role playing, Vestibule training, Conferences Management Games & exercises
Behaviour Modelling Web based learning :e-mail boxes one lesson a day :
digitalthink.com; click2learn.com Training via CD-ROM, Learning Portals: sites that link to either an extensive collection of home-grown educational content or to the content and courses produced by other companies or individuals
Training for Special Purposes: Cross cultural Training Values Training Diversity Training Training for Teamwork and Empowerment Cross functional Training Crisis training/Adventure training Customer service training Safety training
Successful Training
Tie training content to work functions and
day to day operations.
use a variety of training methods. provide ongoing feedback. ensure employee confidentiality.
Training Responsibilities
Top Management (Support & Budget) The HR department (Staff support &
Guidance)
reactions, fewer than 50% measure knowledge changes, 20% measure behavioural changes. Emphasis in participant reactions and measuring learning by means of behavioural exercises during T&D. The missing pieces of evaluations are assessments of post training behaviours .
training and pre post measures and control group, managers evaluation and trainees self rating collected two weeks prior and three months after training) Motorola University uses six sigma quality framework with goal of having less than four defects per million T&D sub processes delivered.
(Motorola 33:1) 360 degree appraisal at Johnson and Johnson. Profit centered approach to T&D (individual departments make a financial commitment to training