Training Human Resources Chapter 9

Training Human Resources

Chapter 9 of Training and Developing Human Resources begins by explaining how training has become more strategic to an organization than tactical. Increasingly, organizations are turning to training to remain competitive, share knowledge, maximize revenue, and make even greater improvement in job performance through tighter integration of training with specific job functions. These benefits of training accrue from a well structured training process that is explained in the remainder of the chapter.

The first step of the training process is training needs assessment. In this phase, organizations analyze needs by performing an analysis of the organization, jobs and tasks and individuals. Once these factors are understood, the organization establishes its objectives and priorities through a gap analysis of where things stand and where they need to be. According to the chapter, objectives fall into three types:

Knowledge - Impart cognitive information and details

Skill - Develop behavior changes in how jobs and tasks are performed

Attitude - Create interest and awareness of the importance of training.

Next, training should be designed to support needs and considers learning concepts, training approaches and legal issues such as insuring discrimination-free inclusion in training programs and employee obligations due in exchange for receiving the training. Training design takes into account the organization's learner readiness and learning styles as well as how to transfer learning in the organization. Effective transfer means that employees can incorporate the training in the context of their jobs and can retain the training over time.

Training delivery, the third step of the training process, is either performed on-the-job or externally. While on-the-job training is most commonly used, organizations often turn to external training because they do not have the capability to perform internal training or because they are in a hurry. There are a variety of resources for organizations to leverage for training. These include vendor and supplier specialists, government-supported job training and education assistance programs where the employee seeks training outside their organization and is reimbursed by the company. E-learning, while cost effective and easily accessible, is proving not to be as effective as originally believed.

Also during training delivery, the organization must select the training approach that is the must suitable. Options include cooperative training that mixes classroom training and on-the-job experience, instructor-led classroom and conference training, distance training that includes Internet-based support and simulations and training. Regardless of the approach, technology is gaining a greater role and is becoming embedded in the training process.