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CHAPTER 8
TRAINING AND DEVELOPMENT
CHAPTER OBJECTIVES
8.1 Define training and development (T&D) and summarize related practices
8.2 Describe the training and development process
8.3 Summarize some human resource management training initiatives
8.4 Explain the concept of careers and career planning approaches and methods
8.5 Describe management development
8.6 Define organization development (OD) and the learning organization
KEY TERMS
Training and development (T&D): Heart of a continuous effort designed to improve
employee competency and organizational performance.
Training: Activities designed to provide learners with the knowledge and skills needed
for their present jobs.
Organizational analysis: Training needs assessment activity, which focuses on the
firm’s strategic mission; goals and corporate plans are studied, along with the results of
strategic HR planning.
Task analysis: Training needs an assessment activity that focuses on the tasks required
to achieve the firm’s purposes.
Person analysis: A training needs assessment activity that focuses on finding answers to
questions such as: Who needs to be trained? What do they need to do differently from
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Business games: T&D method that permits participants to assume roles such as
president, controller, or marketing vice president of two or more similar hypothetical
organizations and compete against each other by manipulating selected factors in a
Cross-training: Type of training for educating team members about the other members’
jobs so that they may perform them when a team member is absent, is assigned to another
job in the company, or has left the company altogether.
Corporate university: T&D delivery system provided under the umbrella of the
organization.
Online higher education: Educational opportunities including degree and training
programs that are delivered, either entirely or partially, via the Internet.
Vestibule system: T&D delivery system that takes place away from the production area
on equipment that closely resembles equipment actually used on the job.
Simulators: T&D delivery system comprised of devices or programs that replicate actual
job demands.
Reactions: Training evaluation criterion focused on the extent to which trainees liked the
training program related to its usefulness, and quality of conduct.
Learning: The extent to which an employee understands and retains principles, facts, and
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Orientation: Initial T&D effort to inform new employees about the company, the job,
and the work group.
Career: General course that a person chooses to pursue throughout his or her working
life.
Career path: A flexible line of movement through which a person may travel during his
Self-assessment: Process of learning about oneself.
Strength/weakness balance sheet: A self-evaluation procedure, developed originally by
Benjamin Franklin, which assists people in becoming aware of their strengths and
weaknesses.
Likes and dislikes survey: Procedure that helps individuals recognize restrictions they
place on themselves.
Formal assessment: The use of established external approaches to facilitate evaluation
of an issue at hand.
Career development: Formal approach used by the organization to ensure that people
with the proper qualifications and experiences are available when needed.
Management development: Consists of all learning experiences provided by an
organization resulting in upgrading skills and knowledge required in current and future
managerial positions.
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Quality circles: Groups of employees who voluntarily meet regularly with their
supervisors to discuss problems, investigate causes, recommend solutions, and take
corrective action when authorized to do so.
Team building: Conscious effort to develop effective workgroups and cooperative skills
throughout the organization.
LECTURE OUTLINE
TRAINING AND DEVELOPMENT AND RELATED PRACTICES
Training and development (T&D) is the heart of a continuous effort designed to
improve employee competency and organizational performance. Training is activities
designed to provide learners with the knowledge and skills needed for their present jobs.
Development is learning that goes beyond today’s job and has a more long-term focus.
Organization development (OD) are planned and systematic attempts to change the
organization, typically to a more behavioral environment. A learning organization
recognizes the critical importance of continuous performance-related T&D and takes
appropriate action.
TRAINING AND DEVELOPMENT PROCESS
Major adjustments in the external and internal environments necessitate corporate
change. A basic T&D process that anticipates or responds to change is needed.
DETERMINE SPECIFIC TRAINING AND DEVELOPMENT NEEDS
This is the first step in the T&D process. In today’s highly competitive business
environment, undertaking a program because other firms are doing it is asking for
trouble. Companies now train for specific needs.
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TRAINING METHODS
A number of methods are utilized in imparting knowledge and skills to employees.
Regardless of whether programs are in-house or outsourced, firms use a number of
methods for imparting knowledge and skills to the workforce.
● TRAINING GAMES—Games are a type of experiential learning which is quite
useful to aid in the group dynamic process. Games encourage learner involvement
and stimulate interest in the topic. Business games is a T&D method that permits
participants to assume roles such as president, controller, or marketing vice
president of two or more similar hypothetical organizations and compete against
each other by manipulating selected factors in a particular business situation.
● IN-BASKET TRAINING—T&D method in which the participant is asked to
establish priorities for and then handle a number of business papers, e-mail
messages, memoranda, reports, and telephone messages that would typically cross
a manager’s desk.
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● TEAM TRAINING—Training focused on teaching knowledge and skills to
individuals who are expected to work collectively toward meeting a common
objective. Team coordination training is team training focused on educating
team members how to orchestrate the individual work that they do to complete the
task. Cross-training educates team members about the other members’ jobs so
that they may perform them when a team member is absent, is assigned to another
job in the company, or has left the company altogether.
TRAINING & DEVELOPMENT DELIVERY SYSTEMS
● CORPORATE UNIVERSITIES—T&D delivery system provided under the
umbrella of the organization.
● ONLINE HIGHER EDUCATION—Formal educational opportunities including
degree and training programs that are delivered, either entirely or partially, via the
Internet.
● VESTIBULE SYSTEM—T&D delivery system that takes place away from the
production area on equipment that closely resembles equipment actually used on
the job.
IMPLEMENTING TRAINING AND DEVELOPMENT PROGRAMS
Implementation of T&D programs is often difficult. Many managers feel they are too
busy for T&D. Also qualified trainers must be available. Training also implies change,
which many employees resist.
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METRICS FOR EVALUATING TRAINING AND DEVELOPMENT
Managers should strive to develop and use T&D metrics because such information can
smooth the way to budget approval and executive buy-in. Most managers agree that
training does not cost, it pays, and that training is an investment, not an expense.
However, the actual value of the training must be determined if top management will be
ready to invest in it.
● REACTIONS—Evaluating a T&D program by asking the participants’ opinions
of it is an inexpensive approach that provides an immediate response and
suggestions for improvements.
● LEARNING—Some organizations administer tests to determine what the
participants in the T&D program have learned.
FACTORS INFLUENCING TRAINING AND DEVELOPMENT
● TOP MANAGEMENT SUPPORT—For T&D programs to be successful, top
management support is required; without it, a T&D program will not succeed. The
most effective way to achieve success is for executives to take an active part in
the training and provide the needed resources.
● SHORTAGE OF SKILLED WORKERS—Shortage of future skilled workers
was first projected in the 1980s but of recent has been receiving additional
attention. Training needs are changing and the old skill requirement of reading,
writing, and arithmetic has been expanded.
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● OTHER HUMAN RESOURCE FUNCTIONS—Successful accomplishment of
other human resource functions can also have a crucial impact on T&D.
HUMAN RESOURCE MANAGEMENT TRAINING INITIATIVES
HR is responsible for many company-wide training initiatives such as orientation
(onboarding), ethics, compliance, and diversity. Orientation is the initial T&D effort for
new employees, and informs them about the company, the job, and the work group.
● Corporate Culture: The firm’s culture reflects, in effect, “How we do
things around here.” This relates to everything from the way employees
dress to the way they talk.
● Team Membership: A new employee’s ability and willingness to work in
teams was likely determined before he or she was hired. In orientation, the
program may again emphasize the importance of becoming a valued
member of the company team.
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programs, but also of those available externally.
● Socialization: To reduce the anxiety that new employees may experience,
the firm should take steps to integrate them into the informal organization.
Some organizations have found that employees subjected to socialization
programs, including the topics of politics and career management, perform
better than those who have not undergone such training.
CAREERS AND CAREER PLANNING APPROACHES AND METHODS
A career is a general course that a person chooses to pursue throughout his or her
working life. Career paths have historically focused on upward mobility within a
particular occupation, a choice not nearly as available as in the past. Typically, these
career paths are used in combination and may be more popular at various stages of a
person’s career.
● DUAL-CAREER PATH—Recognizes that technical specialists can and should
be allowed to contribute their expertise to a company without having to become
managers.
● ADDING VALUE TO YOUR CAREER—What makes a person valuable in
today’s work is the knowledge and experience he or she brings to a job. An
individual’s knowledge must be ever expanding, and continual personal
development is a necessity.
CAREER PLANNING APPROACHES
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Because of the many changes that are occurring, career planning is essential for survival
for individuals and organizations. Individuals should have a strategy or plan for
unexpected career events that begins while they are still employed.
● FORMAL ASSESSMENT—The use of established external approaches to
facilitate evaluation of an issue at hand.
CAREER DEVELOPMENT METHODS
Career development is a formal approach used by the organization to ensure that people
with the proper qualifications and experiences are available when needed.
● MANAGER/EMPLOYEE SELF-SERVICE—Many companies are providing
managers with the online ability to assist employees in planning their career paths
and developing required competencies. Through online employee self-service,
employees are provided with the ability to update performance goals online and to
enroll in training courses.
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career development activities are best. In some organizations, human resource
professionals are the focal point for providing assistance on the topic. In other
instances, psychologists and guidance counselors provide this service.
MANAGEMENT DEVELOPMENT
Consists of all learning experiences provided by an organization resulting in upgrading
skills and knowledge required in current and future managers.
● MENTORING AND COACHING—Mentoring is an approach to advising,
coaching, and nurturing, for creating a practical relationship to enhance individual
career, personal, and professional growth and development. Coaching is often
considered a responsibility of the immediate boss, who provides assistance, much
like a mentor.
● REVERSE MENTORING—A process in which older employees learn from
younger ones.
ORGANIZATION DEVELOPMENT AND THE LEARNING ORGANIZATION
OD INTERVENTIONS
Numerous OD interventions are available to the practitioner.
● SURVEY FEEDBACK—Process of collecting data from an organizational unit
through the use of questionnaires, interviews, and objective data from other
sources, such as records of productivity, turnover, and absenteeism.
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● QUALITY CIRCLES—Groups of employees who voluntarily meet regularly
with their supervisors to discuss problems, investigate causes, recommend
solutions, and take corrective action when authorized to do so.
● TEAM BUILDING—Conscious effort to develop effective workgroups and
cooperative skills throughout the organization.
LEARNING ORGANIZATION
A learning organization needs to provide a supportive learning environment and it
provides specific learning processes and practices. In a learning organization, employees
are rewarded for learning and are provided enriched jobs, promotions, and compensation.
ANSWERS TO CHAPTER 8 QUESTIONS FOR REVIEW
8-1. Define training and development.
8-2. What is a learning organization?
8-3. What are the steps in the T&D process?
8-4. What are the various training and development methods? Briefly describe each.
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8-5. What are the various training and development delivery systems? Briefly describe
each.
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Vestibule system: T&D delivery system that takes place away from the production area
on equipment that closely resembles equipment actually used on the job.
Video media: Use of video media such as DVDs, videotapes, and film clips continues to
be popular training delivery systems.
Simulators: T&D delivery system comprised of devices or programs that replicate actual
job demands.
8-6. How is social networking used in informal training?
8-7. Define orientation, and explain the purposes of orientation.
8-8. What are some metrics for evaluating training and development?
8-9. Define career. Why is it important for individuals to conduct career planning?
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Career: General course that a person chooses to pursue throughout his or her working
life.
Career planning is an ongoing process whereby an individual sets career goals and
identifies the means to achieve them. Individuals in today’s job market must truly
manage their careers. Career planning should not concentrate only on advancement
opportunities, since the present work environment has reduced many of these
opportunities.
8-10. What is the process of developing a strength/weakness balance sheet?
8-11. Why is it important for a firm to conduct career development?
8-12. What are some career development methods?
8-13. What are the various career paths that individuals may use?
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Adding Value to Your Career: The better an employee’s qualifications, the greater the
opportunities he or she has with their present firm and in the job market. A person must
discover what companies need, then develop the skills necessary to meet these needs as
defined by the marketplace.
Demotion: Process of moving a worker to a lower level of duties and responsibilities,
which typically involves a reduction in pay.
Free agents: People who take charge of all or part of their careers by being their own
bosses or by working for others in ways that fit their particular needs or wants.
8-14. Define management development. Why is it important?
8-15. Distinguish between mentoring and coaching. What is reverse mentoring?
8-16. Define each of the following: (a) organization development; (b) survey feedback;
8-17. How is the focus on training and development in the United States different than
in other countries?
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DISCUSSION OF CHAPTER 8 INCIDENTS
HRM Incident 1: Career Development at Meyers and Brown
Bill Meyers, senior partner in the firm, heard from a colleague outside the firm that
Regina was interviewing for jobs. Bill also noticed that Regina demonstrated less
enthusiasm in meetings. Concerned about Regina, Bill called her in for a meeting. He
said, “Regina, thank you for taking the time to meet with me. I asked for this meeting to
tell you that you are a highly-valued member of this firm.”
“Thank you, Mr. Meyers. Your opinion means a lot to me,” Regina replied. Then, she
shrugged her shoulders and seemed a bit uneasy. Bill was not assured by Regina’s body
language.
“Are you happy here, Regina?” he asked. Regina replied, “Yes, but . . . well, I’m not
feeling very challenged these days and I am having a difficult time figuring out how I can
advance to more challenging assignments. Frankly, I am looking for another job where I
hope to find greater challenges.”
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8-24. Evaluate Meyers and Brown’s approach to career development.
8-25. How might the firm change its approach to mentoring in high potential
employees?
HRM Incident 2: There’s No Future Here!
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“Your letter of resignation catches me by surprise,” began Terry. “I know that Wilson
Products will be getting a good person, but we sure need you here, too.”
“I thought about it a lot,” said Bob, “but there just doesn’t seem to be a future for me
here.”
“Well, I heard about an opening in the Cincinnati plant last year,” said Bob, “but by the
time I checked, the job had already been filled. We never know about opportunities in the
other plants until we read about the incumbent in the company paper.”
“All this is beside the point now. What would it take to get you to change your mind?”
asked Terry.
QUESTIONS
8-26. Evaluate the career planning and development program at this company.
8-27. What actions might have prevented Bob’s resignation?
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likely that Bob’s new prospective employer will be willing to cancel the contract if Bob
were to ask.