CHAPTER 1: INTRODUCTION TO motivated by an intent to develop,

EMPLOYEE TRAINING AND and does not occur in a formal

DEVELOPMENT learning setting
 Knowledge Management - refers to
Competitiveness refers to a company’s
the process of enhancing company
ability to maintain and gain market share in
performance by designing and
an industry.
implementing tools, processes,
Human resource management refers to systems, structures, and cultures to
the policies, practices, and systems that improve the creation, sharing, and
influence employees’ behavior, attitudes, use of knowledge
and performance. Human resource  Tacit Knowledge - refers to
practices play a key role in attracting, personal knowledge based on
motivating, rewarding, and retaining individual experiences that is difficult
employees. to codify
 Explicit Knowledge - refers to
TRAINING AND DEVELOPMENT KEY knowledge that is well documented,
COMPONENTS easily articulated, and easily
 Learning - refers to employees transferred from person to person.
acquiring knowledge, skills, Examples of explicit knowledge
competencies, attitudes, or include processes, checklists,
behaviors flowcharts, formulas, and definitions.
 Human Capital - refers to
knowledge (know what), advanced
skills (know how), system TRAINING DESIGN PROCESS
understanding and creativity (know
Step 1 – Conducting Needs Assessment
why), and motivation to deliver high-
quality products and services (care Step 2 – Ensuring Employees Readiness
why). for Training
 Training - refers to a planned effort
Step 3 – Creating a Learning Environment
by a company to facilitate learning of
(Learning Objectives, Meaningful Material,
job-related competencies,
Practice, Feedback, Community of
knowledge, skills, and behaviors by
Learning, Modeling, Program
employees.
Administration)
 Development - refers to training as
well as formal education, job Step 4 – Ensuring Transfer of Training
experiences, relationships, and
assessments of personality, skills, Step 5 – Developing an Evaluation Plan
and abilities that help employees (Identify Learning Outcomes, Choose
prepare for future jobs or positions. Evaluation Design Plan, Cost-Benefit
 Formal Training and Development Analysis)
- refers to training and development Step 6 – Selecting a Training Method
programs, courses, and events that
are developed and organized by the Step 7 – Monitoring and Evaluating
company. Program
 Informal Learning - refers to
learning that is learner initiated,
involves action and doing, is
Instructional Design Training - refers to a • Customer relationships
process for designing and developing
• Brands
training programs.
• Customer loyalty
• Distribution channels
THE FORCES INFLUENCING WORKING
AND LEARNING Social Capital
 Economic Cycles • Corporate culture
 Globalization
 Increased value placed on intangible • Management philosophy
assets and human capital • Management practices
 Focus on link to business strategy
 Changing demographics and • Informal networking systems
diversity of the workforce
• Coaching/mentoring relationships
 Talent management
 Customer service and quality Intellectual Capital
emphasis
 New technology • Patents
 High-performance work systems • Copyrights
Offshoring - refers to the exporting of jobs • Trade Secrets
from developed countries, such as the
United States, to countries where labor and • Intellectual Property
other costs are lower.
Knowledge workers - are employees who
Intellectual capital - refers to the codified contribute to the company not through
knowledge that exists in a company. manual labor, but through what they know,
perhaps about customers or a specialized
Social capital - refers to relationships body of knowledge.
among employees in the company.
Employee engagement - refers to the
Customer capital - refers to the value of degree to which employees are fully
relationships with persons or other involved in their work and the strength of
organizations outside the company for their commitment to their job and the
accomplishing the goals of the company company.
(e.g., relationships with suppliers,
customers, vendors, and government Change - refers to the adoption of a new
agencies). idea or behavior by a company.

Human Capital Talent management - refers to the

systematic, planned, and strategic effort by
• Tacit knowledge a company to use bundles of human
• Education resource management practices, including
acquiring and assessing employees,
• Work-related know-how learning and development, performance
management, and compensation, to attract,
• Work-related competence
retain, develop, and motivate highly skilled
Customer Capital employees and managers.
Total Quality Management (TQM) - is a
companywide effort to continuously improve
the ways in which people, machines, and
systems accomplish work.

Core Values of TQM:

•Methods and processes are designed to
meet the needs of internal and external
customers.
• Every employee in the company receives
training in quality.
• Quality is built into a product or service so
that errors are prevented from occurring
rather than being detected and corrected.
• The company promotes cooperation with
vendors, suppliers, and customers to
improve quality and hold down costs.
• Managers measure progress with
feedback based on data.
Six Sigma process - refers to a process of
measuring, analyzing, improving, and then
controlling processes once they have been
brought within the narrow Six Sigma quality
tolerances or standards.
Lean thinking is a way to do more with less
effort, equipment, space, and time, but still
provide customers with what they need and
want.
Cross training - refers to training
employees in a wide range of skills so they
can fill any of the roles needed to be
performed on the team.
Human resource development - refers to
the integrated use of training and
development, organizational development,
and career development to improve
individual, group, and organizational
effectiveness.
 Learning Organization is a company
that has an enhanced capacity to learn,
adapt, and change. In learning
organizations employees seek, share,
and apply new knowledge and skills to
improve both their personal and
CHAPTER 2: STRATEGIC TRAINING organizational performance.

Business strategy is a plan that Key Features of a Learning

integrates the company’s goals, Organization
policies, and actions. Supportive Learning Environment
Business strategy has a major impact • Employees feel safe expressing their
on the type and amount of training that thoughts about work, asking questions,
occurs and whether resources (money, disagreeing with managers, and
trainers’ time, and program admitting mistakes.
development) should be devoted to
training. Also, strategy influences the • Different functional and cultural
type, level, and mix of skills needed in perspectives are appreciated.
the company. Strategy has a particularly
• Employees are encouraged to take
strong influence on determining the
risks, innovate, and explore the
following:
untested and unknown, such as trying
1. The amount of training devoted to new processes and developing new
current or future job skills. products and services.

2. The extent to which training is • Thoughtful review of the company’s

customized for the particular needs of processes is encouraged.
an employee or is developed based on
the needs of a team, unit, or division.
Learning Processes and Practices
3. Whether training is restricted to
specific groups of employees (such as • Knowledge creation, dissemination,
persons identified as having managerial sharing, and application are practiced.
talent) or open to all employees.
• Systems are developed for creating,
4. Whether training is planned and capturing, and sharing knowledge.
systematically administered, provided
• Every employee has a development
only when problems occur, or developed
plan and is accountable for completing
spontaneously as a reaction to what
the learning included in the plan.
competitors are doing.
5. The importance placed on training
compared to other human resource Managers Reinforce Learning
management (HRM) practices, such as
selection and compensation. • Managers actively question and listen
to employees, encouraging dialogue
LEARNING AS A STRATEGIC FOCUS and debate.
• Managers are willing to consider
alternative points of view.
• Time is devoted to problem
identification, learning processes and
practices, and post-performance audits.
• Learning is rewarded, promoted, and
supported