Lesson 2: The Training and Development Process Flashcards

Question

What is the primary objective of training and development?

Answer 1

Thus, the primary objective of training and development is to develop and maximize an organization’s human capital.

Answer 2

Human capital refers to the knowledge, skills, and abilities of an organization’s employees. It has been found to be a key determinant of an organization’s performance and one of the most important resources for competitive advantage. Human capital development is one of the top areas of concern for organizations, and increased training and development for employees is one of the top strategies for developing human capital.

Answer 3

Training and development can also facilitate the development of **social capital**, which refers to the social resources that an individual obtains from participation in a social structure. It has to do with relationships within an organization and between members of the organization and external stakeholders. Like human capital, social capital can also be used by employees to achieve their goals, and it contributes to employee and organization performance

Answer 4

Training and development can facilitate an organization’s: Strategy Increase effectiveness Improve employee recruitment, Engagement Retention.

Answer 5

By linking training to an organization’s strategy, training becomes a strategic activity that operates in concert with other organization programs and activities to achieve an organization’s strategic business objectives.

Answer 6

Trained employees can do more and better work, make fewer errors, require less supervision, have more positive attitudes, and have lower rates of turnover. Trained employees also produce higher-quality products and services.7 Companies that invest more in training have higher revenues, profits, and productivity growth than firms that invest less in training

Answer 7

An effective tool for attracting and retaining top talent, especially for employees under the age of 30 who consider their career growth and professional development more important than salary Attractiveness to prospective employees and to retain their current employees.

Answer 8

An organization that fails to provide training opportunities to its employees will be at a disadvantage in attracting new employees and retaining current ones. In one study, 99 percent of the respondents said that there are job areas in which training would be useful to them, and in which training decreases their willingness to move to another company.

Answer 9

Research conducted by the Conference Board of Canada found that organizations that spend more per employee on training and development have significantly lower voluntary and involuntary turnover rates

Answer 10

Work engagement is a positive, fulfilling, work-related state of mind that is characterized by vigour, dedication, and absorption. Vigour involves high levels of energy and mental resilience while working Dedication refers to being strongly involved in one’s work and experiencing a sense of significance, enthusiasm, and challenge Absorption refers to being fully concentrated and engrossed in one’s work.

Answer 11

****These can be categorized as internal or intrinsic to an individual, such as knowledge and attitudes, and those that are **external **to an individual, such as salary.

Answer 12

Acquiring new knowledge and skills that enable them to perform their jobs better. Greater confidence or self-efficacy Feelings of increased usefulness and belonging in the organization, and they seek out opportunities to fully exploit their new skills and abilities. Positive attitudes toward their job and organization.

Answer 13

Higher earnings as a result of increased knowledge and skills Improved marketability Greater security of employment, and enhanced opportunities for advancement and promotion

Answer 14

The training and development that organizations provide for their employees has implications for public health and safety, and it helps to create an educated and skilled population that benefits the economy and a country’s standard of living.

Answer 15

- By reducing unemployment, especially among youth, where it has been rising. - Create an employable, educated, and skilled workforce.

Answer 16

Effective training programs not only improve employee performance, but they can also - Reduce errors, improve safety, and even save people’s lives. - Reduce life-threatening errors in high-risk environments and improve the safety of employees and the public.

Answer 17

Countries with higher education levels have more and better employment opportunities and lower unemployment rates. Training investments and a skilled workforce also attract employers and lead to job creation, more job opportunities, and higher paying jobs. The most skilled workers earn 60 percent more than the lowest skilled.

Answer 18

The Canada Job Grant is a program to help employers train new or existing employees so that employees have the skills needed to fill vacant jobs and to address Canada’s skills mismatch. Employers can receive up to $10,000 to train each worker and workers can receive up to $15,000 to upgrade their skills and help them find a new or better job.

Answer 19

A skills mismatch (or shortage) means that an insufficient number of workers with the needed skills are available to satisfy the number of available jobs. In other words, there is a mismatch between the skilled labour available and the market demand.

Answer 20

Work-integrated learning in which they acquire work experience as part of their education through internships, apprenticeships, and cooperative placements.

Answer 21

In 2017, the federal government introduced the Student Work-Integrated Learning Program, which provides employers in the STEM (science, technology, engineering, mathematics) and business sectors with payroll subsidies for hiring students. The goal is to ensure that post-secondary students have the skills required by organizations when they graduate which will help to close the skills gap.

Answer 22

It has frequently been reported that just over half (56 percent) of the workers in Canada have access to employer-sponsored training, while some 44 percent do not.

Answer 23

Part-time and temporary workers as well as those who are less educated and older are less likely to receive training, compared to those who are employed in small- and medium-sized organizations.

Answer 24

Furthermore, Canadian organizations have not been leaders when it comes to investing in training and development. For example, a recent survey found that less than half (47 percent) of Canadian organizations provide training to their employees. According to the Conference Board of Canada, Canadian organizations have for many years underinvested in training and development.

Answer 25

Although Canadian organizations have lagged in the amount spent on training per employee, there has been a steady and gradual increase in learning over the past several years.

Answer 26

In 2017, the average direct investment in training and development per employee was $889, which is up from $800 in 2015. By comparison, organizations in the United States spent on average $1,075 per employee in 2017.65 Canadian organizations spend on average 81 cents for every dollar spent by organizations in the United States on learning and development.

Answer 27

In addition, the average number of hours of training received by employees at Canadian organizations increased slightly to 32 hours in 2017 from 31 hours in 2015.

Answer 28

senior management and executives receive the most hours of training (35) (The most)

Answer 29

Non-technical (17) and trades (18) employees receive the least.

Answer 30

Employees in services (32 hours) and not-for-profit organizations (30 hours) receive the most training, while those in wholesale/retail (22 hours) receive the least.

Answer 31

Canada ranked second-last on annual training days per employee in a study that included 12 comparator countries

Answer 32

The average investment in training and development as a percentage of payroll in Canada dropped in 2017 to 1.39 percent, down from 1.41 in 2015.

Answer 33

A survey of 800 Canadian employers found that the most strategically relevant skills for a business are thinking/problem solving, customer service, essential skills, and oral/communication.

Answer 34

less than 50 percent of the employers indicated that they are willing to provide training in these areas. The results shown in Table 1.2 indicated a large gap between the skills that employers value and their willingness to provide training to improve these valued skills

Answer 35

Canada ranked 20th out of 63 countries on the importance organizations placed on workforce training in 2017. This ranking places Canada behind top-ranking countries such as Japan, Switzerland, and Denmark.

Answer 36

Canadian executives were found to be less likely than those in comparator countries to believe that training is a high priority; Canada ranked 30th out of the 55 countries that were surveyed.

Answer 37

Another reason for the underinvestment in training and development is the perception that training, learning, and development expenditures represent a cost rather than an investment. Organizations that view training and development as an expense believe that training budgets can be cut in difficult times. According to the Conference Board of Canada, many organizations in Canada view training and development as a necessary operating expense or cost that should be minimized.

Answer 38

Organizations that view training as a cost tend to limit their training investments to only what is required by law or necessary to survive. As a result, training is often one of the first things to go when times are tough and there are cuts to discretionary spending

Answer 39

Organizations that view training as an investment in human capital expect direct benefits and a return on their investment. For these organizations, training is part of the organization’s strategy and a key factor in its competitiveness and success.

Answer 40

The Conference Board of Canada found that one in five organizations invests more than 3 percent of payroll in training.

Answer 41

Quebec. Act to Foster the Development of Manpower Training (Bill 90, which is often referred to by employers as the “1 percent” or “training” law)

Answer 42

The law requires companies with payrolls of $1 million or more to invest a minimum of 1 percent of their payroll on government-sanctioned training, or pay that amount into a provincial fund for workforce training. Companies with payrolls of less than $1 million are exempt.

Answer 43

A training bond is a contract between the employer and employee that states that the employer will pay for the employee’s training as long as the employee remains with the organization for a minimum period of time upon completion of a training program. If the employee fails to remain for the agreed-upon period of time, then he/she must reimburse the organization for the cost of the training.

Answer 44

The human resources system is influenced by environmental and organizational factors.

Answer 45

Environmental factors such as legislation, the economic climate, competition, demographics, and social values have an impact on organizations.

Answer 46

Sometimes sudden and unexpected changes in the environment can lead to changes in organizations themselves and in human resources policies and practices. For example, consider how concerns over terrorism have affected airport and flight security training.

Answer 47

Some of the key environmental factors that drive human resources and training and development are: Global competition Technology The labor market Environmental change.

Answer 48

Increasing global competition has forced organizations to improve their productivity and the quality of their goods and services. Improvements in the production process and quality initiatives almost always require employees to learn new skills. When Canadian organizations send workers on assignments in foreign countries, they need to provide them with cross-cultural training so they will be able to adapt and function in a different culture

Answer 49

New technologies can provide organizations with improvements in productivity and a competitive advantage. However, such improvements depend on the training that employees receive.

Answer 50

Changes in the labour market and the supply of talent require changes in the amount and type of training. Changes in immigration patterns also have implications for training and development.

Answer 51

In order to survive and remain competitive, organizations must adapt and change. As a result, managing change has become a normal part of organizational life, and training and development is almost always a key part of the process. This often involves training programs on the change process as well as training that is part of the change program.

Answer 52

Among the most important internal factors are an organization’s strategy, structure, and culture.

Answer 53

Strategy refers to an organization’s objectives and action plans for realizing its objectives and gaining a competitive advantage. It is one of the most important factors influencing training and development.

Answer 54

The alignment of human resources practices with an organization’s business strategy is known as strategic human resource management (SHRM). Organizations that have greater alignment between their HR practices and their strategies have been found to have superior performance.

Answer 55

By linking training to business strategy, training becomes strategic rather than an isolated and independent activity; thus, it is more likely to be effective.

Answer 56

Organizations are increasingly becoming flatter, with fewer levels of management. Employees are expected to perform tasks that were once considered managerial tasks, so they must be trained in traditional managerial activities such as problem solving, decision making, and teamwork. Many organizations have experienced dramatic structural changes such as downsizing and re-engineering in an effort to survive.

Answer 57

Organizational culture refers to the shared beliefs, values, and assumptions that exist in an organization. An organization’s culture is important because it determines the norms that exist in an organization and the expected behaviors. The culture of an organization and its norms and expected behaviors are often communicated to employees through training programs.

Answer 58

First, human resource practices should be linked to business strategy. Second, human resource practices should also be linked to one another so they work together to achieve an organization’s strategy.

Answer 59

A high-performance work system (HPWS) consists of an integrated system of human resource practices and policies that includes rigorous recruitment and selection procedures, performance-contingent incentive compensation, performance management, a commitment to employee involvement, and extensive training and development programs. Many studies have found that organizations with HPWSs have superior productivity and financial performance

Answer 60

The instructional systems design (ISD) model depicts training and development as a rational and scientific process that consists of three major steps

Answer 61

Needs analysis Design and delivery Evaluation

Answer 62

The ISD model is a streamlined version of an earlier model of instructional design known as ADDIE, in which each letter represents a different action: Analysis Design Development Implementation Evaluation

Answer 63

According to the ISD model, the training process begins with a performance gap. A performance gap is something in the organization that is not quite right or is of concern to management.

Answer 64

A critical first step in the ISD model is a needs analysis to determine the nature of the problem and whether training is the best solution. A needs analysis is performed to determine the difference or gap between the way things are and the way things should be.

Answer 65

Needs analysis consists of three levels known as an Organizational analysis - Gathers information on where training is needed in an organization A task analysis - Indicates what training is required A person analysis - Identifies who in the organization needs to be trained.

Answer 66

Before training is determined to be the best solution to the problem, alternatives must be assessed. The solution to the performance gap might be feedback, incentives, or other human resource interventions.

Answer 67

The needs analysis information is used to write training objectives and to determine the content of a training program. Then the best training methods for achieving the objectives and for learning the training content must be identified.

Answer 68

After a training program has been designed and delivered, the next stage is training evaluation. In this stage, the trainer has to decide what to measure as part of the evaluation of a training program as well as how to design an evaluation study. On the basis of a training evaluation, decisions can be made about what aspects of a training program should be retained, modified, or discarded.