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Employee training and development
The first few days of March 2020, we all experienced something that shook our world: the COVID-19 pandemic. We became familiar with words and phrases like pandemic, shelter-in-place, stay-at-home orders, coronavirus, my bubble, flatten the curve, and social distancing. We adopted (forced in some cases) new practices including wearing masks, washing our hands, and cleaning surfaces we touched. Outside of our household, we had limited face-to-face contact with our friends and family. We had to attend sporting events, concerts, plays, and movies virtually, if they were still available. Online, we shopped, ordered groceries, and got meals delivered. We worked and took classes from home. The way we interacted with our classmates, teachers, and work colleagues and saw friends and family was through using web conferencing tools like Zoom and Microsoft Teams and apps like Facetime and Houseparty. We applauded the essential workers who risked their lives to care for those sickened by the pandemic or helped provide us with the goods and services we needed to cope and survive. Daily news reports showed the pain, suffering, loss of life, and loss of jobs the pandemic inflicted on us. Millions around the world and over 500,000 Americans died from the coronavirus. Hundreds of thousands more experienced its symptoms. Even though we may not have been infected with the virus, most of us have experienced anxiety, frustration, and sadness resulting from living through the pandemic. In addition to the pandemic, the United States also experienced riots, protests, deaths of Black men on the streets, verbal and physical attacks against Asian-Americans, and sexual harassment cases, which brought to our attention issues of economic and social justice, and feelings of inequity many were experiencing.
As vaccines become more widely available and administered and in many parts of the world coronavirus cases are declining, we are cautiously moving back to our normal lives. But there is no doubt that the events that occurred over the past year have personally influenced each of us. The events have also had an impact on company business models and work policies. From a training and development perspective, the pandemic showed how training and development can help companies reach their business goals and contribute to strategy. It also emphasized the need to be able to quickly design new training and reconfigure face-to-face training for new delivery methods. The pandemic has accelerated the transition from face-to-face in-person learning to digital learning and brought increased attention on digital and other skills that employees need. To train during the pandemic, companies reviewed current training programs and considered not only the extent to which they were necessary but how to ensure they facilitated learning. Companies looked for digital learning solutions including online learning, simulations, virtual reality, games, and virtual classrooms that provided the necessary environment for employees to learn (practice, feedback, meaningful, content and interactive). Given the pace of business, employees’ often heavy workloads, and the potential continuation of remote working, employees will be unwilling or unable to sit through long training sessions. As a result, there is the continual need for training to be available in short modules that are accessible on an as-needed basis. The “new normal” for training likely will include a blended learning approach as companies will seek the best balance between private, self-paced, as-needed, and on-demand technology-based training and methods that allow interpersonal interaction among trainees and an opportunity to apply what they have learned online to issues and problems they are facing at work (such as classroom instruction or active learning).
The role of training goes beyond training program design. Effective instructional design remains important, but training managers, human resource experts, and trainers are increasingly being asked to create systems to motivate employees to learn, not only in programs but informally on the job; create knowledge and user-generated content such as videos; and share that knowledge and user-generated content with other employees in the company. There is increased recognition that learning occurs informally as well as via technology-aided training outside the boundaries of a formal training course. Developments in artificial intelligence and augmented reality applications for training and development are helping make this possible.
The events of 2020 also highlighted the continued importance of employee development and talent management. To remain competitive or to grow, companies need to develop employees’ leadership and other skills needed for their current job and future roles. Many employees working from home during the pandemic spent page vtime considering their short- and long-term career goals. They also questioned whether their employer was providing them with sufficient learning opportunities to reach their short- and long-term goals and ensure their future employability. Employees want to develop skills that not only are useful for their current jobs, but also are congruent with their personal interests and values. Also, as companies consider their work-life and remote work policies for the “new normal,” they are trying to balance both business demands and employees’ interests and needs.
Learning and development teams play a large role in designing company’s diversity, inclusion, and equity efforts. This includes not only developing relevant training such as unconscious bias training and ally training but also putting in place management policies and practices related to recruitment, development, and compensation that support diversity, inclusion, and equity. Also, diversity, inclusion, and equity efforts need to include vendors, suppliers, educational and nonprofit organizations, and the communities where the business operates.
The chapter coverage of Employee Training and Development reflects the traditional as well as the broadening role of training and development in organizations. Chapter One, “Introduction to Employee Training and Development,” covers the role of training and development in companies. Chapter Two, “Strategic Training,” discusses how training practices and the organization of the training function can support business goals. Because companies are interested in reducing costs, the amount of resources allocated to training is likely to be determined by the extent that training and development activities help the company reach business goals. Topics related to designing training programs are covered in Chapters Three through Six. Chapter Three, “Needs Assessment,” discusses how to identify when training is appropriate. Chapter Four, “Learning and Transfer of Training,” addresses the learning process and characteristics of a learning environment. The chapter also emphasizes what should be done in the design of training and the work environment to ensure that training is used on the job. Chapter Five, “Program Design,” provides practical suggestions regarding what can be done to facilitate learning and transfer of training before, during, and after a course or program. The role of knowledge management in facilitating learning and transfer of training is also discussed. Chapter Six, “Training Evaluation,” discusses how to evaluate training programs. Here, the student is introduced to the concepts of identifying cost-effective training, evaluating the return on investment of training and learning, and determining if training outcomes related to learning, behavior, or performance have been reached. The emerging use of big data and analytics to show the relationship between learning and business results is also discussed. Chapters Seven and Eight cover training methods. Chapter Seven, “Traditional Training Methods,” discusses presentational methods (e.g., lecture), hands-on methods (e.g., on-the-job training and behavior modeling), and group methods (e.g., adventure learning). Chapter Eight, “Technology-Based Training Methods,” introduces new technologies that are being used in training. These technology-based training methods include e-learning, mobile learning, social media, simulations, serious games, massive open online courses (MOOCs), virtual reality, augmented reality (AR), artificial intelligence (AI), and blended learning. Chapters Seven and Eight both conclude by comparing training methods on the basis of costs, benefits, and learning characteristics.
Chapter Nine, “Employee Development and Career Management,” introduces developmental methods (assessment, relationships, job experiences, and formal courses). In addition, the use of development plans to help employees succeed in their self-directed or protean careers is highlighted. Topics such as succession planning and onboarding are discussed. Chapter Ten, “Social Responsibility: Legal Issues, Managing Diversity, and Career Challenges,” emphasizes the role that training plays in helping companies improve the communities where they are located by increasing the skill level of the workforce, helping provide jobs, and taking actions to help all employees grow and develop, regardless of their personal characteristics or career challenges. The chapter also discusses compliance with laws that affect training and development; training partnerships; managing diversity, equity, and inclusion; cross-cultural preparation; and how companies can help employees deal with career challenges such as balancing work and life, coping with career breaks such as page vitaking time off for family or required military service, job loss, and retirement. Finally, Chapter Eleven, “The Future of Training and Development,” looks at how training and development is evolving and might be different five or even ten years from now.
Employee Training and Development is based on my more than 35 years of teaching training and development courses to both graduate and undergraduate students. From this experience, I have realized that managers, consultants, trainers, and faculty working in a variety of disciplines (including education, psychology, business, and industrial relations) have contributed to the research and practice of training and development. As a result, the book is based on research conducted in several disciplines, while offering a practical perspective. The book is appropriate for students in a number of programs. It suits both undergraduate and master’s-level training courses in a variety of disciplines.
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Ketersediaan
| Call Number | Location | Available |
|---|---|---|
| 658. 312 4 NOE e | PSB lt.1 - B. Wajib | 1 |
| Penerbit | New York Mc Graw Hill., 2023 |
|---|---|
| Edisi | 9 |
| Subjek | Employees - training |
| ISBN/ISSN | 9781265079833 |
| Klasifikasi | 658. 312 4 |
| Deskripsi Fisik | xv, 527 p. : ill. ; 26 cm. |
| Info Detail Spesifik | - |
| Other Version/Related | Tidak tersedia versi lain |
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