Employee Training & 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