HRM: Learning and Development
HRM Case 4 and book chapter 8 and 9
This weeks topics were training and developing your employees and their career. Training and development are often seen as the same thing, but they have a large difference. Training is fixing their skills to fit your companies policies and only polishing old skills. Development is the better way to better the employees skills, so that they can work in the future for the company. Such skills in development training can be management skills and communication skills, so the company will have knowledgeable employees when looking for new managers. Even before you start the training you have to be sure that training is the best investment in this situation. You have to set clear realistic goals for the employees training for it to have any benefit. The most important thing in my mind is assessing the results after the learning. Seeing what was improved and figuring out ways for the future how to get the most out of training. There are always three steps to training: assessment, development and evaluation. You have to tailor each training for the employee to make it successful, and this means you have to know your employees well. When developing the employees skills you have to choose to either have choose whether to have it at work or at a certain training facility many companies have. Also there are many training methods: videos, slides, classroom, virtual reality, or role playing, customer service, cross-functional. Cross-functional training meaning that the employee does something different to their normal job will bring new perspectives to the way they think. When developing your employees you have to make sure the person is willing and fit for it. You have to consider the time you put in and will they meet the needs of a diverse workforce. As in training there are three phases: assessment, direction and development. There are many ways for development as well. Self development requires minimal input from the company and has the employee focus on their work, by keeping a journal or learning the skills from a book, or going to workshops. Organizational assessment is where the company is more involved. This is usually done by psychological tests, performance appraisals, assessment centers and thorough planning of success. The employee has to choose their direction, by planning their career path. To see what the employee would like to do in the future, no development training is wasted on non motivated employees. In the development phase the employee will take part in their tailored development process. These can be: coaching/mentoring, tuition assistance programs (where you get paid while training) and job rotation. The most important aspect of these processes are the employees own want to get better and want for self assessment. Hard work beats talent, when talent doesnt work hard. — Tim Notke.
The Nandos tastes success through training article brought a family mentality hto their leadership and training. The patraos (head of the family) make sure the companies core values are kept while training. Since they introduced this method their sales have sky rocketed and the company is doing better than ever. The article also discussed the new training method for all of their new employees. Each new employee goes through a 10 day on site training where they emphasize on the company values and team building. They had before many problems with the multicultural staff and have now made a step to better it also.They sent managers to a remote camp location in England and had a team building camp and afterwards could see how much the communication improved through the hard struggles. The company has implied a very family and close oriented structure to their leadership and employees. This makes communication between levels much easier and prevents further more costly problems in the future. Making everyone feel like they are part of a big family has enormous advantages to the company.
(Human Resource Management International Digest: ISSN: 0967–0734 :Nandos tastes succes through training)
The 70:20:10 way of looking at training is nothing new in my mind as stated in the article. The basis of it is that 70% of the training should be doing, 20% sharing and 10% learning. If you are a kinetic learner this method would be perfect for you, but it has issues for people who learn better by reading. You truly know your own weaknesses in your knowledge when you share it with someone and try teaching them. I think the idea behind it is good, but the ratios are off. I would propose 45:25:30, so more learning and trying to combine the doing and sharing in to one, for example by showing/teaching someone how to do it. This of course varies depending on your job. If it is more of a hands on job you will need more doing and for example if you are a lawyer you have to read and learn more to make yourself better.
McDonalds is bringing virtual reality, gaming, and board games in developing their customer service and managing. It is clearly a lot more fun to play games for work and learn from them, then sitting in a class room. Board games also build competitiveness and team spirit. It is a very cost efficient way of training, since no staff is required for it. To get the full potential out of this method you have to emphasize on self assessment. Writing after every session what you learned and what you should do better next time.
70:20:10 — The magic ingredient for measurable Blended Learning success. Jeremy Blain. URL: https://www.linkedin.com/pulse/702010-magic-ingredient-measurable-blended-learning-jeremy-blain . Accessed 7.3.2017
Super-sized gamification for training — McDonald’s is lovin’ it. Janine Milne. URL: http://diginomica.com/2016/06/08/super-sized-gamification-for-training-mcdonalds-is-lovin-it/ . Accessed 7.3.2017
Gomez-Mejia, L.R., Balkin, D.B. and Cardy, R.L. 2016. Managing Human Resources. Global Edition 8/E. Pearson. London. Chapter 8 and 9.