• Background verification
• Job offer negotiation
• McKinsey & Company- Career choices
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Key takeaways from the case
• To highlight the early career choices by managers and the
consequences they face thereafter.
• To understand how geographical mobility affect career progression
• To understand how early career progression might affect career
progression through development of human capital and social
embeddedness of the individual within the firm.
• Bill – Korea, knowledge of mobile chips, human capital
• Tiffany – Telecom, assessing human character, Social embeddedness
• Alex – Human capital, Analytics
• All three made partners, each one had their unique skills (Indra Nooyi)
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
VIDEO
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Five Principles of Learning
• Participation:
– involve trainees, learn by doing
• Repetition:
– repeat ideas & concepts to help people learn
• Relevance:
– learn better when material is meaningful and related
• Transference:
– to real world using simulations
• Feedback:
– ask for it and adjust training methods to audience.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Classification of Learning Outcome
Skill-Based Learning
Compilation
Automaticity
Learning
Cognitive Knowledge Attitudinal Learning
Declarative Knowledge Affect/Feelings
Procedural Knowledge
Strategic Knowledge
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Orienting and Onboarding New
Employees
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
The Purpose of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
The Orientation Process
• Employee handbook
• Orientation technology
• Gifts?
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
POLL 1
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
The ADDIE Five-Step Training
Process
• Analyze
• Design
• Develop
• Implement
• Evaluate
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
The Gap Concept
200 Cars
Expected Curve
1,000 Cars Gap
Performance/ Actual Curve
Results 800 Cars
Time
In training terms this means we need to develop programs to fill the
Gap
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Training Needs
The reasons for not As training experts we
making the 1,000 must analyze the
cars: situation to determine if:
• Not enough • Expected result too high
resources • Target achievable
• Poor machines • Is training the only way to
• Poor staff skills make it happen
• Are there other factors.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Conducting the Training Needs
Analysis
• Strategic Training Needs Analysis
• Current Training Needs Analysis
– Task Analysis
– Performance Analysis
– Competency Gap
What about INDCO?
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
POLL 2
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
INDCO Case presentation
Breakout
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Is The Problem Can’t Do or Won’t
Do?
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Designing the Training Program
• Setting learning objectives
• Creating a motivational learning environment
• In accordance with principles of learning
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Developing the Program
• Assemble training content and materials
• Training Methods
‒ iPads
‒ Workbooks
‒ Lectures
‒ PowerPoint slides
‒ Web- and computer-based activities course
activities
‒ Trainer resources and manuals
‒ Support materials
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Implementing Training Programs
– Training site – Noise, Light, chair, Laptops etc.,
– Seating – Fan shaped, Horse shoe
– Trainers – Inside/outside
– Creating learning setting- collaboration or self learning
– Group dynamics
• Types of training
• On the job
‒ Coaching or Understudy
‒ Job rotation
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Off-the-Job Management Training and Development
Techniques
• Corporate Universities
• Executive Coaches
• SHRM Learning System – LMS, Social media,
Mobile
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Evaluating the Training Effort
• Training Effects to Measure
‒ Reactions
‒ Learning
‒ Behavior
‒ Results
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
POLL 3
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
ADDITIONAL SLIDES
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
When Is Training NOT the Best Intervention?
• Training is not the best intervention when the
performance issue is a result of:
– Recruiting, selection or compensation
problems.
– Policies and procedures issues.
– A lack of coaching and feedback.
– Insufficient tools, equipment or resources.
– Work environment problems.
– A lack of motivation (job-person fit; person-org
fit); a “won’t do” issue.
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved