University of Colorado Denver Business School
|Learning objectives|| |
After you attended this module, you will be able to:
Chapter 1: Learning defined
Chapter 2: Comparing the effectiveness of online and classroom instruction
Chapter 3: Training evaluation
Chapter 4: Implementing interventions to maximize training effectiveness
Chapter 5: Employee development
|Reading extract||HR Development|
Why Open School of Management believes that competences in training and development are important
The topic of HR Management Training and Development can best be described simply as the creation of educational activities within an organization that help fully develop the talents and expectations of the individuals who work for it. Such activities can be addressed by using particular techniques that have been successful in the past, but they can also involve using innovative approaches that can provide a much better roadmap when it comes to educating a company's workforce.
Given the fact that there is a wide array of businesses in a variety of fields that make up the world economy, there is no one-size-fits-all approach that will work equally well in each sector. However, there are central tenets of the concept's basic philosophy that are a part of every business plan that is perceptive enough to realize that HR Management Training and Development is not a luxury but a requirement.
Why study training and development?
Training and development remains an integral component of any successful business strategy, and should be taken seriously by the management of a company. That's because, as opposed to a generation ago, business is more competitive than ever due to tremendous explosions in international commerce and technology that were either non-existent or modest in that previous generation.
Organizations today fight for every possible edge in their bid to increase market share, and one of the easiest ways to do that is having employees who are both committed to the company and well aware of what it takes to continue building that market share.
Market share can diminish rather quickly if time is continually wasted training an employee who doesn't possess either the necessary skills required or lacks the interest to channel his energies into accomplishing the goals established by the company.
By that same token, if the organization is lax in addressing the concerns of its employees, the level of mistrust between the labor and management sides can increase enough to make for a toxic environment that helps neither side.
The HR professional has to be made aware of what the overall goals of the company are and what the organization is looking for with respect to its employees. In addition, that person must lay the groundwork (in conjunction with management) for what the rules and policies of the company will be in order to avoid conflict. That conflict often comes about because of a discrepancy in what a rule or policy might state or due to its misinterpretation by an employee.
That HR professional must also determine after consultation with upper management what constitutes effective performance with a company's employees. What they may expect and what an employee thinks is a quality effort may veer in different directions if such expectations are not delivered when the employee is hired.
During the process of recruiting potential employees, the HR professional has to ask the right questions during the interview process in order to astutely assess the qualifications of a candidate. In addition, he must engage that candidate so that the individual's true personality comes through, and not a carefully manufactured approach developed with only that specific interview in mind.
When the HR professional has been successful in finding the right candidate for a job, he now must have an idea on how to weave that new employee into the fabric of company culture. Once a person is hired by an organization, the transition into productive employee must be quick in order to fully take advantage of their adaptable talents.
Talent development can far too often be focused only on the upper levels of management when it comes to recruiting the best possible employees. While that strata of a company is definitely an important aspect related to potential growth, just like any building, if the cornerstone is weak or unstable, it puts the entire structure at risk.
That cornerstone would be the lower-level employees whose job it can be to either establish continuing relationships with your customers or produce the products that those customers want. If the surrounding culture of an organization gives an attitude that there is little or no room for advancement for that employee, their dedication to the company inevitably wanes and could be cause for them to seek opportunities elsewhere.
The scope of the module begins with exploring training and development by seeking to define learning that can be segmented into either a formal or informal concept. What follows is the comparison of online instruction in relation to classroom instruction, with the end result being that the student should be able to adapt the best approach in designing how to maximize training efficiency through online courses.
The next step involves teaching the student how to grasp the many facets of training in order to determine whether or not that training is considered effective. The first looks at course satisfaction to see if the expectations of those individuals undertaking such learning can be met through the presentation of the HR Management material. That is followed by how well the group has absorbed the information presented.
One of the inevitable byproducts of what can be a complicated aspect of HR Management training and development is then addressed by attempting to understand the attrition from training that results. Doing that requires an ability to develop training transfer abilities, which can enhance the return on investment that companies are seeking when they undertake this training.
That focus on making the best possible use of the human capital within a business is looked at within the context of how it can affect organizational performance. Approaching such an undertaking from a wide perspective is the best way to test the overall evaluation.
How to determine the different types of interventions while also finding a way to implement such approaches is the next step a student will take in the module. Exploring those differences and investigating the similarities is looked at by showing how feedback through training works and how setting training transfer goals are a necessity in gauging the success or failure of that training.
The idea of error management training is next, with the approach being that any training and development for HR Management must involve tools on how to train employees to effectively do their job after committing an error. That will then lead to prompting self-regulation, which teaches employees how to properly reflect through queries from HR Management.
Finally, the student will be instructed in finding the different types of employee development programs that are offered within a company. These can include formal education programs that provide an employee with an opportunity for further promotion within the company. It could involve assessment, which explores the employees overall potential and skill definition. It could involve job experiences that look at the overall attitude of the employee toward his job. It could also deal with interpersonal relationships an employee has either within the workplace or in is life away from the job.
Return to HR Management (MH modules).