Employee Training and Development

Cover
Employee Training and Development
Dedication
Preface
Acknowledgements
About the Author
Brief Contents
Contents
Organization of this Book
Part One: The Context for Training and Development
Chapter One: Introduction to Employee Training and Development
Introduction
Training and Development: Key Components of Learning
Designing Effective Training
Overcoming the Flaws of the ISD Model
The Forces Influencing Working and Learning
Economic Cycles
Globalization
Increased Value Placed on Intangible Assets and Human Capital
Focus on Link to Business Strategy
Changing Demographics and Diversity of the Workforce
Talent Management
Customer Service and Quality Emphasis
New Technology
High-Performance Work Systems
Snapshot of Training Practices
Training Facts and Figures
Training Investment Leaders
Roles, Capabilities, Positions, and Salaries of Training Professionals
Who Provides Training?
Who Is in Charge of Training?
Preparing to Work in Training
Key Terms
Discussion Questions
Application Assignments
Case Zappos: Facing Competitive Challenges
Endnotes
Chapter Two: Strategic Training
Introduction
The Evolution of Training: From an Event to Learning
Learning as a Strategic Focus
The Learning Organization
Implications of Learning for Human Capital Development
The Strategic Training and Development Process
Business Strategy Formulation and Identification
Identify Strategic Training and Development Initiatives That Support the Strategy
Provide Training and Development Activities Linked to Strategic Training and Development Initiatives
Identify and Collect Metrics to Show Training Success
Examples of the Strategic Training and Development Process
Organizational Characteristics That Influence Training
Company Size
Roles of Employees and Managers
Top Management Support
Integration of Business Units
Global Presence
Business Conditions
Other HRM Practices
Strategic Value of Jobs and Employee Uniqueness
Extent of Unionization
Training Needs in Different Strategies
Models of Organizing the Training Department
The Corporate University (Corporate Training Universities)
Creating a Corporate University
Business-Embedded Learning Function
Learning, Training, and Development from a Change Model Perspective
Marketing Training and Creating a Brand
Outsourcing Training
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Learning at iCIMS
Endnotes
Case 1: Learning in Practice: “Alexa, Tell Me About Learning at Amazon.com, Inc.”
Part Two: Designing Training
Chapter Three: Needs Assessment
Introduction
Why Is Needs Assessment Necessary?
Who Should Participate in Needs Assessment?
Methods Used in Needs Assessment
The Needs Assessment Process
Organizational Analysis
Person Analysis
The Process for Person Analysis
Task Analysis
Competency Models
Scope of Needs Assessment
Needs Assessment in Practice
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Identifying Training Needs at the U.S. Department of Agriculture’s Animal Plant and Health Inspection Service (APHIS)
Endnotes
Chapter Four: Learning and Transfer of Training
Introduction
What Is Learning? What Is Learned?
Learning Theories
Reinforcement Theory
Social Learning Theory
Goal Theories
Need Theories
Expectancy Theory
Adult Learning Theory
Information Processing Theory
Transfer of Training Theory
Theory of Identical Elements
Stimulus Generalization Approach
Cognitive Theory of Transfer
The Learning Process
Mental and Physical Processes
Learning Cycles and Styles
Implications of the Learning Process and Transfer of Training for Instruction
Instructional Emphasis for Learning Outcomes
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Revised Training for the U.S. Navy
Endnotes
Chapter Five: Program Design
Introduction
Considerations in Designing Effective Programs
Selecting and Preparing the Training Site
Choosing Trainers
How Trainers Can Make the Training Site and Instruction Conducive to Learning
Curriculum, Course, and Lesson Design
Curriculum Road Map
Converting In-Person to Online Learning
Program Design Implications for Transfer of Training
Determine Focus: Near versus Far Transfer
Encourage Self-Management
Encourage Manager Support for Training
Peer Support
Opportunity to Use Learned Capabilities
Technological Support
Content Curation: Keeping Training Content Up-to-Date, Organized, and Accessible
How to Choose a Vendor or Consultant for Training Services
Using Knowledge Management for Learning and Transfer of Training
Keys for Effective Knowledge Management
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Designing Effective Sales Training at Harrison Pharmaceuticals
Endnotes
Chapter Six: Training Evaluation
Introduction
Reasons for Evaluating Training
Formative Evaluation
Summative Evaluation
Overview of the Evaluation Process
Outcomes Used in the Evaluation of Training Programs
Reaction Outcomes
Learning or Cognitive Outcomes
Behavior and Skill-Based Outcomes
Affective Outcomes
Results
Return on Investment
Determining Whether Outcomes Are Appropriate
Relevance
Reliability
Discrimination
Practicality
Evaluation Practices
Which Training Outcomes Should Be Collected?
Evaluation Designs
Threats to Validity: Alternative Explanations for Evaluation Results
Types of Evaluation Designs
Considerations in Choosing an Evaluation Design
Determining Return on Investment
Determining Costs
Determining Benefits
Example of a Cost-Benefit Analysis
Other Methods for Cost-Benefit Analysis
Practical Considerations in Determining ROI
Success Cases and Return on Expectations
Measuring Human Capital and Training Activity
Big Data and Workforce Analytics
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Training Relationship Managers at KCB Group
Endnotes
Case 2: Learning in Practice: Learning Online at PepsiCo
Part Three: Training and Development Methods
Chapter Seven: Traditional Training Methods
Introduction
Presentation Methods
Lecture
Audiovisual Techniques
Hands-on Methods
On-the-Job Training
Apprenticeship
Simulations
Case Studies
Business Games
Role Plays
Behavior Modeling
Group Building Methods
Adventure Learning
Team Training
Action Learning
Choosing a Training Method
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Developing Leadership at Farm Bureau Financial Services
Endnotes
Chapter Eight: Technology-Based Training Methods
Introduction
Technology’s Influence on Training and Learning
Technology Facilitates Collaboration
Technology Creates a Dynamic Learning Environment
Technology Gives Learners Control
Computer-Based Training, Online Learning, Web-Based Training, and E-Learning
Potential Features of Online Learning
Advantages of Online Learning
Effectiveness of Online Learning
Developing Effective Online Learning
Needs Assessment
Creating a Positive Online Learning Experience
Learner Control
Provide Time and Space for Online Learning
Technology for Collaboration and Linking
Massive Open Online Courses
Social Media: Wikis, Blogs, Microblogs, and Social Networks
Blended Learning
Simulations and Games
Augmented Reality
Mobile Technology and Learning
Adaptive Training
Distance Learning
Technologies for Training Support: Artificial Intelligence, Expert Systems, and Performance Support
Artificial Intelligence
Electronic Performance Support Systems
Learning Management Systems: Systems for Training Delivery, Support, and Administration
Choosing New Technology Training Methods
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Training Customer Service Team Members at Valvoline Instant Oil Change
Endnotes
Chapter Nine: Employee Development and Career Management
Introduction
The Relationship Among Development, Training, and Careers
Development and Training
Development and Careers
Development Planning Systems
Self-Assessment
Reality Check
Goal Setting
Action Planning
Examples of Career Development Systems
Approaches to Employee Development
Formal Education
Assessment
Job Experiences
Interpersonal Relationships
Special Topics in Employee Development: Succession Planning, Developing Dysfunctional Managers, and Onboarding
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Mentoring at Roscoe Property Management (RPM)
Endnotes
Case 3: Learning in Practice: Building a Workforce at Huntington Ingalls Industries
Part Four: Social Responsibility and the Future
Chapter Ten: Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges
Introduction
Training Partnerships
Joint Union-Management Programs
Legal Issues and Managing a Diverse Workforce at Home and Abroad
Legal Issues
Managing Workforce Diversity and Ensuring Equity and Inclusion
Melting the Glass Ceiling
Cross-Cultural Preparation
Steps in Cross-Cultural Preparation
Career Challenges Facing the Workforce
Work-Life Balance
Career Paths and Dual Career Paths
Dual Career Path
Career Recycling
Job Hopping
Coping with Career Breaks
Coping with Job Loss
Meeting the Needs of Older Workers
Preretirement Socialization
Retirement
Early Retirement Programs
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Black Professionals at Coca-Cola
Endnotes
Chapter Eleven: The Future of Training and Development
Introduction
Automatization of Work
Greater Need for Digital Literacy and Closing the Skills Gap
Increased Use of New Technologies for Training Delivery and Instruction
Breakthroughs in Neuroscience About Learning
Faster Training Design Using Key Stakeholders
Increased Use of Just-In-Time Learning and Performance Support
Increased Emphasis on Using Big Data to Show How Learning Helps the Business
Implications of Future Trends for Trainers’ Skills and Competencies
Summary
Key Terms
Discussion Questions
Application Assignments
Case: Robots Make the Choice Cuts at Tyson Foods
Endnotes
Case 4: Learning in Practice: Eastern Bankshares Diversity Efforts
Glossary
Name Index
Company Index
Subject Index