course material

1. (Mt) – UCLA Individual Pay Discussion
Training, Talent Management, and Career Development Chapter 5 © 2016 Cengage
Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible Web site, in whole or in part. HR—Meeting Management Challenges
ing the performance of employees in an organization frequently means training
Identifying and developing the talent • Dealing with career issues © 2016 Cengage
Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a
ls
contribute significantly to a firm’s revenues © 2016 Cengage Learning. All rights reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in
whole or in part. Benefits of Training to Employees Employee Training Benefits Enhanced
skills Increased adaptability and innovation Better selfmanagement Improved performance
© 2016 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible Web site, in whole or in part. Benefits of Training to the
Organization Improvements in effectiveness and productivity More profitability and
reduced costs Improved quality Organizational training Increased social capital © 2016
Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted
training efforts consider the following questions: • Is there really a need for the training? •
Who needs to be trained? • Who will do the training? © 2016 Cengage Learning. All rights
reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
site, in whole or in part. Planning For Training • What form will the training take? • How
will knowledge be transferred to the job? • How will the training be evaluated? © 2016
Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible Web site, in whole or in part. Orientation: Planning For New
Employees Establishes favorable employee impression of the organization Provides
organization and job information Bring more work-related experiences into the process
Achievements of effective orientation Accelerates socialization and integration of new
employees Ensures employee performance and productivity begins quickly © 2016
Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible Web site, in whole or in part. Figure 5.1 – Systematic Training

2. Process © 2016 Cengage Learning. All rights reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible Web site, in whole or in part. Training Needs
Assessment Assessing training needs Organization al analysis Jobs/tasks analysis Individual
analysis © 2016 Cengage Learning. All rights reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible Web site, in whole or in part. Establishing
is with its employee capabilities and where it needs to be © 2016 Cengage Learning. All
rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
Web site, in whole or in part. Training Design © 2016 Cengage Learning. All rights reserved.
May not be scanned, copied or duplicated, or posted to a publicly accessible Web site, in
whole or in part. Instructional Strategies Active practice overlearning Behavioral modeling
Individual training methods Error-based examples Reinforcement and immediate
confirmation © 2016 Cengage Learning. All rights reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible Web site, in whole or in part. From Training to
training • Offering trainees an overview of training content and process • Ensuring that the
training mirrors the job context © 2016 Cengage Learning. All rights reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in
part. Training Delive
-
2016 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible Web site, in whole or in part. Training Delivery:
-
scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in
-the- -
qualified
passed on © 2016 Cengage Learning. All rights reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible Web site, in whole or in part. Internal Delivery
-training • Teaches people to do more than one job • Increases flexibility
and development © 2016 Cengage Learning. All rights reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible Web site, in whole or in part. Internal
Delivery of Training • Challenges of cross-
unions with loss of job jurisdiction and broadening of jobs © 2016 Cengage Learning. All
rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
-Learning • Using the Internet or an
intranet to conduct training © 2016 Cengage Learning. All rights reserved. May not be
scanned, copied or duplicated, or posted to a publicly accessible Web site, in whole or in
—benefit analysis • Comparison of costs and

3. 2016 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or
posted to a publicly accessible Web site, in whole or in part. Figure 5.2 – Possible Costs And
Benefits in Training © 2016 Cengage Learning. All rights reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible Web site, in whole or in part. What Is
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term development, and retention of key human resources © 2016 Cengage Learning. All
rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
dealing with talent needs • Emphasize stability in employment and develop talent internally
• Develop agility as an organization and buy talent as needed © 2016 Cengage Learning. All
rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
Web site, in whole or in part. Figure 5.3 – Talent Management Process © 2016 Cengage
Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible Web site, in whole or in part. Scope of Talent Management Target jobs
High-potential individuals Talent pools Competency models Talent management issues
Assessment and career tracks Development risk sharing © 2016 Cengage Learning. All
rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
Web site, in whole or in part. Succession Planning And HR Identifying and assessing talent
potential in the workforce Identifying potential emergency replacements for critical
positions Noting employees with development potential to fill future positions HR’s Role in
Succession Planning Communicating the succession planning process to employees Tracing
and regularly updating succession plan efforts © 2016 Cengage Learning. All rights
reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible Web
employees, which aids in employee retention and performance motivation © 2016 Cengage
Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible Web site, in whole or in part. Benefits of Formal Succession Planning
eed for individuals as organizational changes occur
Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible W
Series of work-
employees’ movements through opportunities over time © 2016 Cengage Learning. All
rights reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible
-centered
career planning • Focuses on jobs and on identifying career paths that provide for the
-centered career
planning • Focuses on an individual’s career rather than in organizational needs © 2016
Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible Web site, in whole or in part. Individual-Centered Career Planning
Individual career management Self-assessment Feedback on reality Setting of career goals
© 2016 Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or

4. posted to a publicly accessible Web site, in whole or in part. Figure 5.4 – General Career
Periods © 2016 Cengage Learning. All rights reserved. May not be scanned, copied or
duplicated, or posted to a publicly accessible Web site, in whole or in part. Developing
variety of assignments and to cultivate employees’ capabilities beyond those required by
the current job © 2016 Cengage Learning. All rights reserved. May not be scanned, copied
or duplicated, or posted to a publicly accessible Web site, in whole or in part. HR
-site development approaches • Class room courses and seminars • Sabbaticals
Learning. All rights reserved. May not be scanned, copied or duplicated, or posted to a
publicly accessible Web site, in whole or in part. Figure 5.5 – Management Lessons Learned
From Job Experience © 2016 Cengage Learning. All rights reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible Web site, in whole or in part.
Problems With Management Development Efforts Failing to conduct an adequate needs
analysis Trying out fad programs or training methods Common Problems in Management
Development Failing to address organizational factors that result in encapsulated
development Substituting training instead of selecting qualified individuals © 2016
Cengage Learning. All rights reserved. May not be scanned, copied or duplicated, or posted
to a publicly accessible Web site, in whole or in part.