HUMAN RESOURCE

MANAGEMENT
Chapter 5

Training and
Development

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 1

 Chapter outline
5.1 Introduction
5.2 Training design process
5.3 Special issues in training
5.4 Development approaches
5.5 Special issues in development

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 2

 5.1 Introduction
• Companies are in business to make money.
• Business functions must show how they contribute to business
success.
• Training activities should help the company achieve its business
strategy.
• Training can help employees develop skills needed to perform their
jobs, which directly affects the business.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 3

 5.1 Introduction
Training
• A planned effort by a company to facilitate employees’ learning
of job-related competencies, knowledge, skills, and behaviours.
• The goal is for employees to master the knowledge, skills, and
behaviours emphasized in training and apply them to their
daily activities.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 4

 5.2 Training design process

Assess needs for training

Ensure readiness for training

Plan training program Feedback

Implement training program

Evaluate results of training

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 5

 5.2 Training design process
A. Needs assessment
• Pressure points determine if training is necessary
• Performance problems
• New technology
• Internal or external customer requests for training
• Job redesign
• New legislation
• Changes in customer preferences

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 6

 5.2 Training design process
A. Needs assessment

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 7

 5.2 Training design process
A. Needs assessment
• The process of evaluating the organization, individual employees, and
employees' tasks to determine what kinds of training, if any, are
necessary:
• Organization: What is the context in which training will occur?
• Person: Who needs training?
• Task: What subjects should the training cover?

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 8

 5.2 Training design process
A. Needs assessment
• Organization analysis: A process for determining the appropriateness of
training by evaluating the characteristics of the organization.
• Support of managers and peers
• Company strategy
• Training resources

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 9

 5.2 Training design process
A. Needs assessment
• Person analysis: A process for determining individuals’ needs and
readiness for training.
• Do performance deficiencies result from a lack of knowledge, skill, or ability?
• Who needs training?
• Are these employees ready for training?

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 10

 5.2 Training design process
A. Needs assessment
• Task analysis: the process of identifying the tasks, knowledge, skills, and
behaviors that training should emphasize.
• The equipment and environment of the job
• Time constraints (for example, deadlines)
• Safety considerations
• Performance standards.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 11

 5.2 Training design process
B. Readiness for training
• A combination of employee characteristics and positive work
environment that permit training.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 12

 5.2 Training design process
B. Readiness for training
• Employee readiness characteristics
• Cognitive ability: ability to use written and spoken language, solve math
problems, and use logic to solve problems
• Motivation to learn: the desire to learn the content of a training program.
• Self-efficacy: reflects the employee belief that they can learn content of training
program

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 13

 5.2 Training design process
B. Readiness for training
• Work environment
• Situational constraints: the limits on training’s effectiveness from the conditions
within the organization: lack of money, time, tools, equipment, …
• Social support: how managers and peers support and encourage training.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 14

 5.2 Training design process
C. Planning the training program
• Objectives of the program
• General statement about what employees should do, the acceptable
performance level
• Performance standards that are measurable
• Necessary resources to carry out the outcome.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 15

 5.2 Training design process
C. Planning the training program
• In-house or contracted out?

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 16

 5.2 Training design process
C. Planning the training program
• Training method selection

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 17

 5.2 Training design process
C. Planning the training program
• Training method selection
• Classroom instruction:
• Trainees receive information provided by trainers
• Trainers often supplement lectures with slides, discussions, case
studies, question-and-answer sessions, and role-playing
• Actively involving trainees enhances learning
• “Distance learning”: trainees at different locations attend programs
online, using their computers to view lectures, participate in
discussions, and share documents.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 18

 5.2 Training design process
C. Planning the training program
• Training method selection
• Computer-based training
• Participants receive course materials and instruction on a computer or mobile device.
• Allows for the inclusion of audiovisual content, with the added benefit that users often can
control aspects of the presentation
• Online training programs may allow trainees to submit questions via e-mail and to
participate in online discussions

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 19

 5.2 Training design process
C. Planning the training program
• Training method selection
• On-the-job training
• A person with job experience and skills guides trainees in
practicing job skills at the workplace
• Trainees are actively involved in trying out skills
• Teaching specific skills, showing how skills are related to the
job, how to handle issues
• “Apprenticeship”: a work-study training method that teaches
job skills through a combination of structured on-the-job
training and classroom training.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 20

 5.2 Training design process
C. Planning the training program
• Training method selection
• Simulation
• A training method that represents a real-life situation, with trainees
making decisions that result in outcomes that mirror what would happen
on the job.
• Simulations enable trainees to see the impact of their decisions in an
artificial, risk-free environment.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 21

 5.2 Training design process
C. Planning the Training Program
• Training method selection
• Team training
• Business games and case studies
• Behavior modeling

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 22

 5.2 Training design process
D. Implementing the training program
• Principles of learning
• Communicating the training objectives
• Provide meaningful training content
• Opportunities for practice
• Feedback
• Well-design training with readable materials
• Observe, experience, and interact with training content, other learners, and
instructors.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 23

 5.2 Training design process
D. Implementing the training program
• Transfer of training
• Requires that employees actually learn the content of the training program.
• Then, for employees to apply what they learned, certain conditions must be in
place: social support, technical support, and self-management.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 24

 5.2 Training design process
D. Implementing the training program
• Transfer of training
• Social support from managers: refers to the degree to which trainees’ managers
• (1) emphasize the importance of attending training programs
• (2) stress the application of training content to the job

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 25

 5.2 Training design process
D. Implementing the training program
• Transfer of training
• Social support from peers: “communities of practice” a support network among
the trainees
• A support network is a group of two or more trainees who agree to meet and discuss their
progress in using learned capabilities on the job.
• involve face-to-face meetings or communications via e-mail, Twitter, or other social
networking tools

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 26

 5.2 Training design process
D. Implementing the training program
• Transfer of training
• Technical support:
• Computer applications that can provide, as requested, skills training, information access, and
expert advice.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 27

 5.2 Training design process
D. Implementing the training program
• Transfer of training
• Self-management skills:
• Set goals for using skills or behaviors on the job
• Identify conditions under which they might fail to use them
• Identify the positive and negative consequences of using them
• Monitor their use of them.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 28

 5.2 Training design process
E. Measuring the results of training
• At the end, organizations should ensure that the training is meeting
objectives:
• Acquisition of new knowledge and abilities: observation, paper test, work sample
• Improvements in individual and organizational performance: observation, survey
• Transfer of training: survey
• Trainee satisfaction: survey, interview
• Return on investment: comparison of cost and benefits of programs

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 29

 5.3 Special issues in training
Cross-cultural preparation
• Involves educating employees (and their families) who are given an
assignment in a foreign country.
• Expatriate: is an employee sent by a company to manage operations in a
different country:
• Competent in area of expertise
• Able to communicate in host country
• Culturally sensitive
• Motivated to succeed
• Supported by family.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 30

 5.3 Special issues in training
Managing workforce diversity and inclusion
• Diversity: any dimension that differentiates one person from another.
• Inclusion: an environment in which employees share a sense of
belonging, mutual respect, and commitment from others to perform
their best work.
→ creating an environment that allows all employees understand and
respect the differences to contribute to organizational goals and
experience personal growth.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 31

 5.3 Special issues in training
Onboarding or Socialization
• The process of helping new hires adjust to social and performance
aspects of their new jobs:
• Establish relationships to increase satisfaction
• Clarify goals and expectations to improve performance
• provide feedback, coaching, and follow-up activities to reduce turnover.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 32

 5.3 Special issues in training
Onboarding or Socialization

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 33

 5.4 Development approaches
• The formal education, job experiences, relationships, and
assessment of personality and abilities that help employees
prepare for the future.
Training Development
Focus Current Future
Use of work Low High
experience
Goal Prepare for the current job Prepare for the changes
Participation Required Voluntary

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 34

 5.4 Development approaches
Development and Training
• Critical for talent management
• Prepares Millennials to replace Baby Boomers
• Provides opportunities for employees to grow their skills
• Contributes to high levels of engagement and satisfaction.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 35

 5.4 Development approaches
Development and Training
• Today’s careers are known as protean careers.
• A protean career is based on self-direction with the goal of
psychological success in one’s work.
• Employees take major responsibility for managing their careers.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 36

 5.4 Development approaches
• Four broad categories: formal
education, assessment, job
experiences, and interpersonal
relationships.
• Many organizations combine these
approaches

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 37

 5.4 Development approaches
A. Formal education
• Off-site or on-site
• Lecture, business games and simulations, adventure learning, meeting
with customers
• Custom programs
• Tuition reimbursement programs.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 38

 5.4 Development approaches
B. Assessment
• Personality Tests and Inventories
• Myers-Briggs Type Inventory (MBTI)
• Measures 16 personality types
• Each type has implications for work habits and interpersonal relationships.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 39

 5.4 Development approaches
C. Job experiences
• The combination of relationships, problems, demands, tasks, and other
features of employees jobs
• The use of stretch assignment
• Refer to assignments in which there is a mismatch between the employee’s skills
and past experiences and the skills required for success on the job
• May be positive or negative stressors.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 40

 5.4 Development approaches
C. Job experiences

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 41

 5.4 Development approaches
D. Interpersonal relationships
• Mentor
• An experienced, productive senior employee who helps develop a less
experienced employee (the protégé).
• Usually start informally, but may be part of a formal mentoring program.
• Developing successful mentor programs.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 42

 5.4 Development approaches
D. Interpersonal relationships
• Coaching
• A peer or manager who works with employees to motivate them, help them
develop skills, and provide reinforcement and feedback. There are three roles
that a coach can play.
• One-on-one or help employees learn for themselves
• Provide resources

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 43

 5.5 Special issues in development
Career management
• Employee development is most likely to meet the organization's needs if
it is part of a human resource system of career management
• A basic career management system involves four steps: data gathering,
feedback, goal setting, and action planning and follow-up.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 44

 5.5 Special issues in development
Career management

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 45

 5.5 Special issues in development
Melting the Glass Ceiling
• A barrier to advancement to higher-level jobs of affects women and
minorities.
• Due to stereotypes, lack of access to training, appropriate
developmental job experiences, and developmental relationships

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 46

 5.5 Special issues in development
Melting the Glass Ceiling
• Ensure the management support and involve.
• Create awareness of how gender attitudes affect the work environment.
• Force accountability through reviews of promotion rates and assignment
decisions.
• Promote development for all employees.
• Make a business case for change
• Make the change public.
• Gather data on causes of problem.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 47

 5.5 Special issues in development
Succession Planning
• The process of identifying and tracking high-potential employees who
are capable of moving into different positions.
• Requires senior management to systematically review leadership talent
in the company.
• Ensures that top-level managerial talent is available.

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 48

 5.5 Special issues in development
Succession Planning
• Example of 9 box grid

1/2/2025 HRM Chapter 5 - Truong Nu To Giang 49