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Managing Performance

through Training and


Development
Sixth Edition

PowerPoint Slides
Dr. Lori Buchart, CD, CHRP
Mount Royal University

2013 by Nelson Education Ltd.

CHAPTER ONE

The Training and


Development Process

2013 by Nelson Education Ltd.

LEARNING OUTCOMES
Understand the meaning of performance management (PM),
training and development (T&D), and human resources
development (HRD)
Describe the PM process and the role of T&D
Describe the societal, organizational, and employee benefits
of T&D
Discuss T&D in Canada
Explain the role of the environmental and organizational context of
T&D and the human resources system
Discuss the meaning of strategic HR, T&D, and high-performance
work systems
Discuss the instructional systems design model of T&D
2013 by Nelson Education Ltd.

INTRODUCTION
Value of T&D cannot be underestimated critical function
Number of incidents attributable to lack of training, which
cost lives and money
Success and competitiveness are highly dependent
upon sound T&D critical to organizational performance
T&D are key factors in creativity, innovation, and transfer
of knowledge, and are part of the defining factors of best
companies to work for in Canada
It is a sound investment with an ROI not a cost!

2013 by Nelson Education Ltd.

PERFORMANCE
MANAGEMENT
Performance management entails:
Not a single event it is a continuous loop of:
(Re-)Establishing performance goals and
expectations
Designing interventions and programs to develop
employee KSA and overall employee and company
performance
Monitoring success of interventions and programs
Employee development plans are critical in this process
2013 by Nelson Education Ltd.

PM PROCESS

2013 by Nelson Education Ltd.

TRAINING AND
DEVELOPMENT
Training and Development
Formal and planned efforts that allow one to
acquire KSAs:
Training: To improve current job performance
(short-term focus)
Development: To perform future job
responsibilities (longer-term focus) i.e.,
career goals and organizational objectives
2013 by Nelson Education Ltd.

HUMAN RESOURCES
DEVELOPMENT
HRD:
Systematic and planned activities that are
designed by an organization to provide:
Employees with an opportunity to learn
necessary skills to meet current and future job
demands

2013 by Nelson Education Ltd.

T&D BENEFITS
Organizational
Increases effectiveness and productivity
Maintains competitive advantage
Improves recruitment and retention efforts
Provides an integrated structure/process to
achieve organizations business objectives

2013 by Nelson Education Ltd.

T&D BENEFITS
Employees
Intrinsic and Extrinsic
Confidence
Self-efficacy
Higher earnings
Promotion/advancement
Positive attitude/behaviour
Seek out opportunities
2013 by Nelson Education Ltd.

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T&D BENEFITS
Society
Society
Skilled workforce
Increased standard of
living
Increased global presence
Note: Canada lags in the
category of innovation and
competitiveness

2013 by Nelson Education Ltd.

11

CANADA STATISTICS
Can we do better in Canada?
Number of employees in Canadian
organizations that receive training:
11 million workers receive some sort of
workplace training as follows:
More than 2/3 (69%) full-time workers
50% part-time employees
31% seasonal/contract employees
2013 by Nelson Education Ltd.

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INVESTMENT OR
EXPENSE?
2006 Canada ranked 21st in T&D spending
2002 Canada ranked 12th in T&D spending
Underinvestment may lead to a gap in essential
skills to remain competitive in todays global
marketplace
Must increase spending not look at it as an
expense, but rather an investment

2013 by Nelson Education Ltd.

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QUEBEC TRAINING
LAW
Passed in 1995 1% or training law
Only payroll training tax in North America
Changed way firms structure, organize, and deliver
training:
Actively planning and implementing training
Participation increased (19972002) from:
21% to 33% in Quebec
29% to 35% in Canada
Employers, governments, and unions working
together to find ways to promote
2013 by Nelson Education Ltd.

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T&D CONTEXT

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T&D CONTEXT
A. Environmental Context
1.
2.
3.
4.
5.

Global competition
Technology
Labour market
Change
Social climate

2013 by Nelson Education Ltd.

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T&D CONTEXT
B. Organizational Context
1. Strategy
2. Structure
3. Culture

2013 by Nelson Education Ltd.

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T&D CONTEXT
C. Human Resources Management System
High-Performance Work System (HPWS)
Integration with all HR practices and
policies
Integration with business strategy
Is Essential
Influences T&D strategy, policy, and practice

2013 by Nelson Education Ltd.

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STRATEGIC T&D
Business strategy influences HRM strategy
An integrated/interrelated approach

2013 by Nelson Education Ltd.

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INSTRUCTIONAL SYSTEMS
DESIGN MODEL (ISD)

2013 by Nelson Education Ltd.

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INSTRUCTIONAL SYSTEMS
DESIGN MODEL (ISD)
Rational and scientific model of T&D
process consists of three major
overlapping steps:
Starts with performance gap or itch (problem)
Training needs analysis
Training design and delivery
Training evaluation

The ISD model guides strategic T&D process


(and the rest of this course)
2013 by Nelson Education Ltd.

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SUMMARY
Investigated strategic T&D processes and drivers of
these processes
T&D play critical roles in an organizations
competitive advantage, effectiveness, and
productivity
Done right, there can be a significant ROI not
simply an expense
Discussed state of training in Canada with added
emphasis on the Quebec Training Law and its
effectiveness since its inception
2013 by Nelson Education Ltd.

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SUMMARY
The value of training and development is increased
when linked to SHRM, aligned with other HR
practices (and a HPWS), and tied to an
organizations business strategy
Introduced instructional systems design (ISD) model
Key concepts to be addressed in subsequent
chapters, such as needs analysis, training design
and delivery, and the evaluation of training
programs
2013 by Nelson Education Ltd.

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