A
Employee Training
ana Development
Sixth Edition
Raymond A. Noe
The Ohio State University
McGraw-Hill
Irwin
Contents
Preface iv
PART ONE
THE CONTEXT FOR TRAINING
AND DEVELOPMENT 3
Chapter 1
Introduction to Employee Training
and Development 4
Introduction 6
Training and Development: Key Components of Learning 7
Designing Effective Training 10
Overcoming the Flows of the ISD Model 12
The Forces Influencing Working and Learning 13
Globalization 14
Increased Value Placed on Intangible Assets and Human Capital 16
Focus on Links to Business Strategy 21 Changing Demographics and Diversity of the Workforce 21
Generational Differences 23 Talent Management 25
Customer Service and Quality Emphasis 29 New Technology 33
High-Performance Models of Work Systems 37
Snapshot of Training Practices 39
Training Facts and Figures 39 Training Investment Leaders 42
Roles, Competencies, and Positions of Training Professionals 43
Who Provides Training? 45 Who Is in Charge of Training? 45 Preparing to Work in Training 48
Key Terms 49
Discussion Questions 49 Application Assignments 50
Case: Zappos: Facing Competitive Challenges 51 Endriotes 52
Chapter 2
Strategic Training 58
Introduction 59
The Evolution of Training: From an Event to Learning 61
Learning as a Strategic Focus 62
The Learning Organization 62
Implications of Learning for Human Capital Development 64
The Strategic Training and Development Process 65
Business Strategy Formulation and Identification 66
Identify Strategic Training and Development Initiatives That Support the Strategy 68 Provide Training and Development Activities Linked to Strategic Training and Development Initiatives 72
Identify and Collect Metrics to Show Training Success 72
Examples of the Strategic Training and Development Process 74
Organizational Characteristics that Influence Training 77
Roles of Employees and Managers 77 Top Management Support 78 Integration of Business Units 79 Global Presence 79
Business Conditions 80 Other HRM Practices 81
Strategic Value of Jobs and Employee Uniqueness 82
Extent of Unionization 83
Staff Involvement in Training and Development 84
Training Needs in Different Strategies 84 Models of Organizing the Training Department 87
The Corporate University Model (Corporate Training Universities) 88
Creating a Corporate University 92 Business-Embedded Model 93
Contents xv Learning, Training, and Development from a Change
Model Perspective 95
Marketing Training and Creating
a Brand 97
Outsourcing Training 100
Key Terms 102
Discussion Questions 102
Application Assignments 103
Case: Using Training and Development
to Spice up Business Results 104
Endnotes 105
Case 1 Learning in Practice: PricewaterhouseCoopers
Tests Partners by Sending Them to Work in
Poor Nations 108
PART TWO
DESIGNING TRAINING
111
Chapter 3
Needs Assessment
112
Introduction 113
Why Is Needs Assessment Necessary? 114
Who Should Participate in Needs
Assessment? 116
Methods Used in Needs Assessment 118
The Needs Assessment Process 121
Organizational Analysis 122 Person Analysis 123 Basic Skills 126 Age and Generation 131
Task Analysis 135
Competency Models 138
Scope of Needs Assessment 142
Needs Assessment in Practice 143
Key Terms 144
Discussion Questions 145
Application Assignments 146
Case: Determining Training Needs at Summit
Credit Union 147
Endnotes 147
Chapter 4
Learning and Transfer of Training 150
Introduction 152
What is Learning? What is Learned? 153
Learning Theories 154
Reinforcement Theory 155 Social Learning Theory 155 Goal Theories 158 Need Theories 159 Expectancy Theory 160 Adult Learning Theory 160 Information Processing Theory 162
Transfer of Training Theory 163
Theory of Identical Elements 163 Stimulus Generalization Approach 165 Cognitive Theory of Transfer 166
The Learning Process 166
Mental and Physical Processes 166 The Learning Cycle 168
Implications of the Learning Process and Transfer of Training for Instruction 169
Instructional Emphasis for Learning Outcomes 183
Key Terms 184
Discussion Questions 185
Application Assignments 185
Case: Plastics Make Perfect 187
Endnotes 188
Chapter 5
Program Design
192
Introduction 193
Considerations in Designing Effective
Programs 195
Selecting and Preparing the Training Site Choosing Trainers 197
How Trainers Can Make the Training Site and Instruction Conducive to Learning 198 Curriculum Course and Lesson Design 205 Curriculum Road Map 206
How to Choose a Vendor or Consultant for Training Services 212
Program Design Implications of Transfer of Training 213
Using Knowledge Management for Learning and Transfer of Training 221
Key Terms 226
Discussion Questions 226
Application Assignments 227
Case: The CEO Institute 228
Endnotes 229
Chapter 6
Training Evaluation
232
Introduction 233
Reasons for Evaluating Training 234
Formative Evaluation 235 Summative Evaluation 236
Overview of the Evaluation Process 237
Outcomes Used in the Evaluation of Training
Programs 238
Reaction Outcomes 239
Learning or Cognitive Outcomes 241 Behavior and Skill-Based Outcomes 241 Affective Outcomes 242
Results 243
Return on Investment 243
Determining Whether Outcomes are
Appropriate 244
Relevance 244 Reliability 245 Discrimination 246 Practicality 246Evaluation Practices 246
Which Training Outcomes Should be Collected? 247
Evaluation Designs 248
Threats to Validity: Alternative Explanations for Evaluation Results 249
Types of Evaluation Designs 251 Considerations in Choosing an Evaluation Design 256
Determining Return on Investment 257
Determining Costs 259 Determining Benefits 259
Example of a Cost-Benefit Analysis 260 Other Methods for Cost-Benefit
Analysis 263
Practical Considerations in Determining ROI 263 Success Cases and Return on
Expectations 264
Measuring Human Capital and Training
Activity 265
Key Terms 267
Discussion Questions 268
Application Assignments 268
Case: A Healthy Investment at Sisters
of Charity Providence Hospital 270
Endnotes 271
Case 2 Learning in Practice: Business Goals
Drive Learning at Verizon 274
PART THREE
TRAINING AND DEVELOPMENT
METHODS 275
Chapter 7
Traditional Training Methods
276
Introduction 277
Presentation Methods 280
Lecture 280
Audiovisual Techniques 282
Hands-On Methods 283
On-the-job training (OJT) 283 Self-Directed Learning 286 Apprenticeship 287 Simulations 290 Case Studies 291 Business Games 292 Role Plays 293 Behavior Modeling 294
Group Building Methods 296
Adventure Learning 297 Team Training 299 Action Learning 302
Choosing a Training Method 304
Key Terms 307
Discussion Questions 307
Application Assignments 308
Case: Training Methods for Bank Tellers 310
Endnotes 311
Chapter 8
Technology-Based Training
Methods 315
Introduction 316
Technology's Influence on Training
and Learning 319
Technology and Collaboration 321 Technology and Learning Environment 321
Computer-Based Training, Online Learning,
Web-Based Training, E-Learning 323
Contents xvii
Developing Effective Online Learning 330
Needs Assessment 331
Creating a Positive Online Learning Experience 332
Learner Control 333
Provide Time and Space for Online Learning 334
Technology for Collaboration and Linking 335
Social Media: Wikis, Blogs, Microblogs,
and Social Networks 335
Blended Learning 338
Simulations and Games 339
Virtual Reality 342 Virtual Worlds 343
Mobile Technology and Learning 344
Intelligent Tutoring Systems 346
Distance Learning 347
Technologies for Training Support 350
Expert Systems 350
Electronic Performance Support Systems (EPSSs) 351
Learning Management Systems: Systems
for Training Delivery, Support, and
Administration 352
Why Develop an IMS? 353 Developing an LMS 354
Choosing New Technology Training Methods 355 Key Terms 358
Discussion Questions , 3 5 8 Application Assignments 359
Case: Cisco Systems Account Managers
Are Too Busy for Training 360
Endnotes 360
Chapter 9
Employee Development and Career
Management 365
Introduction 367
The Relationship Among Development, Training,
and Careers 367
Development and Training 367 Development and Careers 368
Development Planning Systems 370
Reality Check 371 Goal Setting 371
Action Planning 373
Examples of Career Management and Development Systems 373
Approaches to Employee Development 375
Formal Education 376 Executive Education 378 Tuition Reimbursement 379 Assessment 380
Job Experiences 386
How to Match Job Experiences to Employees' Development Needs and Goals 393
Special Topics in Employee Development: Succession Planning, Developing Dysfunctional Managers, Onboarding 399
Key Terms 407
Discussion Questions 408
Application Assignments 408
Case: Trustmark's Leadership Development
Program 409
Endnotes 410
Case 3 Learning in Practice: Development Is
Served 24/7 in Intercontinental Hotel Group's
Leaders Lounge 416
PART FOUR
SOCIAL RESPONSIBILITY
AND THE FUTURE 419
Chapter 10
Social Responsibility: Legal Issues,
Managing Diversity, and Career
Challenges 420
Introduction 421
Training Partnerships 422 Lifelong Learning 425
Joint Union-Management Programs 426
Legal Issues and Managing a Diverse Workforce
at Home and Abroad 427
Legal Issues 427
Melting the Glass Ceiling 435
Cross-Cultural Preparation 437
Steps in Cross-Cultural Preparation 438
Career Challenges Facing a Multigenerational
Workforce 442
Career Paths and Dual Career Paths 445
Dual Career Path 446
Career Recycling 448
Job Hopping 449
Coping with Career Breaks 450
Coping with Job Loss 451
Meeting the Needs of Older Workers 453
Preretirement Socialization 454 Retirement 456
Early Retirement Programs 457
Key Terms 458
Discussion Questions 458
Application Assignments 459
Case: Successful Management Requires
International Experience 460
Endnotes 460
Chapter 11
The Future of Training
and Development 466
Introduction 467
Training for Sustainability 468
Increased Use of New Technologies for Training
Delivery 470
Increased Demand for Training for Virtual Work
Arrangements 470
Increased Emphasis on Speed in Design, Focus on
Content, and Use of Multiple Delivery Methods 471
Increased Emphasis on Capturing and Sharing
Intellectual Capital 473
Increased use of True Performance Support
and Social Learning 474
Increased Emphasis on Performance Analysis
and Learning for Business Enhancement 476
Increased Use of Training Partnerships
and Outsourcing Training 478
Implications of Future Trends for Trainers' Skills and Competencies 480
Key Terms 481
Discussion Questions 481
Application Assignments 481
Case: The Role of Learning Technologies in
Empowering Employees and Environmental
Sustainability at TELUS 482
Endnotes 482
Case 4 Learning in Practice: Please Take Your
Vacation! 484
Glossary 485
Name Index 497
Company Index 506
Subject Index 510
