Chapter One - Management Performance through Training and Development

7/23/2019 Chapter One - Management Performance through Training and Development

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1 2013 by Nelson Education Ltd.

Managing Performance

through Training and

e!elo"ment#i$th Edition

Po%erPoint #lides

r. Lori &uchart' (' ()*P

Mount *oyal +ni!ersity


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CHAPTER ONE

The Training and

e!elo"ment Process


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LEARNING OUTCOMES

+nderstand the meaning of "erformance management ,PM-'

training and de!elo"ment ,T-' and human resources

de!elo"ment ,)*-

escribe the PM "rocess and the role of T

escribe the societal' organi/ational' and em"loyee benefits

of T

iscuss T in (anada

E$"lain the role of the en!ironmental and organi/ational conte$t of

T and the human resources system

iscuss the meaning of strategic )*' T' and high"erformance

%or systems

iscuss the instructional systems design model of T


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INTRODUCTION

alue of T cannot be underestimated 4 critical function

Number of incidents attributable to lac of training' %hich

cost li!es and money

#uccess and com"etiti!eness are highly de"endentu"on sound T 4 critical to organi/ational "erformance

T are ey factors in creati!ity' inno!ation' and transfer

of no%ledge' and are "art of the defining factors of best

com"anies to %or for in (anada 5t is a sound in!estment %ith an *65 4 not a cost7


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PERFORMANCE

MANAGEMENT

Performance managemententails

Not a single e!ent 4 it is a continuous loo" of9

: ,*e-Establishing "erformance goals ande$"ectations

: esigning inter!entions and "rograms to de!elo"

em"loyee ;#< and o!erall em"loyee and com"any

"erformance: Monitoring success of inter!entions and "rograms

Em"loyee de!elo"ment "lans are critical in this "rocess


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PM PROCESS


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TRAINING AND

DE!ELOPMENT

Training an" De#elo$ment

: ?ormal and "lanned efforts that allo% one to

ac@uire ;#


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HUMAN RESOURCES

DE!ELOPMENT

HRD

: #ystematic and "lanned acti!ities that are

designed by an organi/ation to "ro!ide9

4Em"loyees %ith an o""ortunity to learnnecessary sills to meet current and future Aob

demands


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T%D &ENEFITS

Organi'ational

5ncreases effecti!eness and "roducti!ity

Maintains com"etiti!e ad!antage

5m"ro!es recruitment and retention efforts

Pro!ides an integrated structureC"rocess to

achie!e organi/ationDs business obAecti!es

2013 by Nelson Education Ltd.


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T%D &ENEFITS


Intrinsic an" E(trinsic

: (onfidence

: #elfefficacy

: )igher earnings

: PromotionCad!ancement

: Positi!e attitudeCbeha!iour

: #ee out o""ortunities

Em$lo)ees


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T%D &ENEFITS

Societ)

Societ)

: #illed %orforce

: 5ncreased standard of

li!ing

: 5ncreased global "resence

Note (anada lags in thecategory of inno!ation and

com"etiti!eness



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CANADA STATISTICS

Can we do better in Canada?

Number of employees in Canadianorganizations that receive training:

411 million workers receive some sort ofworkplace training as follows:

ore than !"# $%&'( full)time workers

*+' part)time employees#1' seasonal"contract employees


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IN!ESTMENT OR

E*PENSE+

200= 4 (anada raned 21st in T s"ending

2002 4 (anada raned 12th in T s"ending

+nderin!estment may lead to a ga" in essential

sills to remain com"etiti!e in todayDs globalmaret"lace

Must increase s"ending 4 not loo at it as an

e$"ense' but rather an in!estment


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,UE&EC TRAINING

LA-

Passed in 184F1G or training la%H

: 6nly "ayroll training ta$ in North


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T%D CONTE*T


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T%D CONTE*T

A. En#ironmental Conte(t

1. Jlobal com"etition

2. Technology3. Labour maret

. (hange

8. #ocial climate


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T%D CONTE*T

&. Organi'ational Conte(t

1. #trategy

2. #tructure3. (ulture


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1B 2013 by Nelson Education Ltd.

T%D CONTE*T

C. H/man Reso/rces Management S)stem

)ighPerformance Kor #ystem ,)PK#-

5ntegration %ith all )* "ractices and"olicies

5ntegration %ith business strategy

0 Is Essential 5nfluences T strategy' "olicy' and "ractice


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STRATEGIC T%D

&usiness strategy influences )*M strategy


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INSTRUCTIONAL S1STEMS

DESIGN MODEL 2ISD3


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INSTRUCTIONAL S1STEMS

DESIGN MODEL 2ISD3

Rational an" scientific mo"el of T%D

$rocess consists of t4ree ma5or

o#erla$$ing ste$s #tarts %ith "erformance ga" or itch ,"roblem-4 Training needs analysis

4 Training design and deli!ery

4 Training e!aluation The 5# model guides strategic T "rocess

,and the rest of this course-


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SUMMAR1

5n!estigated strategic T "rocesses and dri!ers of

these "rocesses

T "lay critical roles in an organi/ationDs

com"etiti!e ad!antage' effecti!eness' and"roducti!ity

one right' there can be a significant *65 4 not

sim"ly an e$"ense

iscussed state of training in (anada %ith added

em"hasis on the Iuebec Training La% and its

effecti!eness since its ince"tion


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SUMMAR1

The !alue of training and de!elo"ment is increased

%hen lined to #)*M' aligned %ith other )*

"ractices ,and a )PK#-' and tied to an

organi/ationDs business strategy

5ntroduced instructional systems design ,5#- model

: ;ey conce"ts to be addressed in subse@uent

cha"ters' such as needs analysis' training designand deli!ery' and the e!aluation of training

"rograms

Chapter One - Management Performance through Training and Development

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