Employee Training and Development: Five Questions

Question One

The competency model designed by the American Society for Training and Development outlines the findings of their extensive research. Throughout their studies, it has been found that in order to have success in training and development, there are necessary foundations of competency which must be in place (Noe, 2010). These competencies have been divided into three categories in support of interpersonal competencies, business/management competencies and personal competencies. Interpersonal competencies have to do with trust building, networking and partnerships, leveraging diversity, influencing stakeholders, and communication. Business/management competencies refer to the applications of ingenuity, strategy, planning and implementation, driving results, analyzations and proposals. Personal competencies refer the abilities to adapt well and model personal development. The abovementioned constructs make up the foundation of the model design in outlying success in the training and development field.

Once the foundation of competencies is complete, the second tier in the model encompasses the focus to be taken with said competencies. The areas of focus have been outlined in the pyramid. These are areas of expertise which are supported through technology (Noe, 2010). Such areas of focus include career planning and talent management, managing organizational knowledge, coaching and managing the learning function, designing learning and delivering training, improving upon human performance, measuring, evaluating, and facilitating in change throughout the organization. These are key focus areas which in order to be successful must be completed utilizing the aforementioned competencies.

The areas of focus to be executed utilizing competency are to be executed by four key roles within the organization. According to the American Society for Training and Development, the laid out tasks and duties are to be successfully executed by the workplace learning and performance roles of the learning strategist, business partner, professional specialist, and the project manager (Noe, 2010). These performance roles must work together in cooperation utilizing the foundational competencies with the aforementioned areas of focus. If these roles are successful in executing the focus duties with competence, they are said to have what it takes in ensuring success within the training and development field.

Question Two

The training and design process is a standardized way in which training programs may be developed. This is an analytically designed process which contains seven steps (Noe, 2010).

The first step is through execution of a needs assessment. This is done in order to access if, in fact, training is needed. The second step involves ensuring employees have the basic skills and motivation necessary to succeed through training. If so, a sufficient learning environment is created with the necessary tools to succeed. These training tools must them be applicable to the working environment and the direct application of them toward the task at hand must be monitored to ensure effectiveness. This can be done through the fifth task of developing an evaluation plan.

When developing an evaluation plan, identifying types of outcomes training is important. This helps to identify the expected influences for training such as behavior, skills and learning (Noe, 2010). It is best to choose an evaluation design that allows determination of the influences of training on said outcomes. Demonstrations of how training my produce ROI (return on investment, or monetary gains through said training) are also essential in establishing a successful training design. The last two steps involve choosing the training method based upon the learning objectives/environment, as well as evaluating the program and revisiting it with any necessary changes in ensuring its’ ultimate success. These are all essential in designing an effecting training program.

The training program design is something that is present in nearly every corporation or job duty today. One can think back to a training program administered by a local restaurant. The training process did include the seven steps. The first and second steps were attained through the initial interview and hiring process. The skills and motivations needed were determined through the application, interview and reference checks from previous employers. The assessment was conducted during this process as well through a quiz pertaining to serving etiquette and wine/cuisine knowledge. The third and fourth tasks were implemented through the first two weeks of on-the-job training in which necessary tools for learning were provided including training manuals, copies of the menu and server shadowing throughout daily job duties. These were then evaluated through an exam at the completion of training. The sixth and seventh steps were already in place throughout the course of business administration; training chosen was a combination of videos, reading materials and hands-on training. Management continued to stay on top of this through new information as necessary, such as a new bottle of wine arriving on the menu.

Question Three

There are five main models which may be typically used to organize the training departments of organizations. These include the faculty model, customer model, matrix model, corporate university model, and business-embedded model (Noe, 2010). The faculty model is similar to the model of an educational institution. It is comprised of the head of the training department overseeing several other training departments which are designed to train specifically on their area of expertise. These include the safety, quality and sales training departments as well as the IT (information technology/computers), and leadership training departments. The customer model is a design which is responsible for simply one function or division within the company. With the training director supervising over the marketing, finance, information systems, and production and operations working to achieve the specific business function.

The third through fifth business models are a bit more complex than the first and second. The Matrix business model is designed with the director of training supervising the specialty training areas of sales, quality, safety and IT (Noe, 2010). However, the sales functions are catered toward marketing, whereas the other three functions are working toward production and operations. This makes the director a training and functional expert. The corporate university model is designed in a more centralized manner and is becoming more popular. It includes employee, management and stakeholder training on a wider variety of topics. A corporate university has been found to save companies money on training costs. The business-embedded model encompasses five categories/competencies; being strategic direction, product design, structural versatility, product delivery, and accountability for results. To focus is to customize training needs with the focus of the customer at the center.

If one were to become VP of HR, the type of model used in implementing training and development would depend on the type of company this position was within. If working for a corporation that provided a product, the business-embedded model would be employed as it is most centered on the customer, and can be customized; making teaching and learning as thorough as possible. If working for a corporation that provided services, the corporate university model would be utilized in ensuring the service providers were remaining up to date pertaining to the services offered, and that they received all proper licenses and certifications needed to complete their duties to the highest standards.

Question Four

When reflecting on the workplace and the learning that is to be done within, there are a number of factors which come to mind that could affect the learning and workplace. These include management, HR policies, staffing strategies and the business environment (Noe, 2010). Each workplace has its own unique environmental make-up with its own social mores and norms. Someone’s position within this social structure could affect their learning. The overall position of the company in terms of the local and global markets can also impact this. Other things pertain to the infrastructure of the corporation, the management and the tools necessary to succeed.

In addition to the business environment and infrastructure, one believes there are several other factors which could affect one’s ability to learn and the overall workplace. These include intrinsic and extrinsic factors which pertain to each individual. The community involvement of the individual and/or community resources available to person could influence the way they learn and process information, as well as interact with others at work. Other extrinsic forces include one’s family structure as well as social support system. The available support one has emotionally can affect how they learn and interact at work. Intrinsic factors include one’s own abilities to absorb and analyze information, retain information and apply it to work. These involve psychological and social aptitudes unique to each individual.

Question Five

There are a number of characteristics within an organization which influence training. These include employee and manager roles, top management support for training, the company’s degree of integration of business units, its global presence, business conditions, other HR management practices (staffing strategies and HR planning), the company’s extent of unionization, and the level of involvement in training and development by human resource managers, managers, employees, and human resource staff (Noe, 2010). While all of these factors are important and are all necessary to promote a positive training and development program, the last factor is the most important. No matter how intense the training is, how much has been invested by the company, and how much planning and analysis goes into the program, it will not be effective if the management, employees and HR staff are not all actively involved in it. Employees are going to throw everything they learned out of the window if HR and management are not on board with training and ensure it is being utilized. Management and HR are responsible for upholding the policies taught within the training programs and staying consistent so as to promote an ultimate learning and implementation of it within the workplace.

Reference

Noe, R. (2010). Employee Training and Development. Fifth Edition, McGraw-Hill Companies, INC. New York: NY.