MHR 701--Training and Development

MHR 701--Training and Development - Training and...

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Training and Development MHR 701 Dr. Larry Inks Department of Management and Human Resources Fisher College of Business The Ohio State University
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2 Linkage to Earlier Class Topics Training “Basics” and Training vs. Development Important training issues, concepts, “vehicles”, etc. Coaching and Mentoring Experiential Development Overview
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3 Development • Helps organizations achieve their strategic and tactical objectives • Is a major way to influence an organization’s culture • Facilitates an organization becoming more effectively global in nature • Is strongly related to motivation, job satisfaction, engagement, etc. • Is an obvious action that can help improve performance (both individual and team level) • Helps build critical skills for success (e.g., leadership skills, etc.) • Helps an organization build a culture of continuous learning/improvement Linkage to Earlier Class Topics
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Training vs. Development
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5 The Larger Context--Development 1) Evaluate current effectiveness and contribution 2) Identify areas of strength and weakness 3) Determine best mix of development actions - Fix any “derailers” or “fatal flaws” that will cause you to fail - Identify other development needs/issues (e.g., information) - Develop ways to improve existing strength areas (go “From Good to Great”) - Use both “direct” and “indirect” development 4) Execute development plans/action - Address both strength and need areas - Be thoughtful and introspective and learn from the experience This broadened approach will lead to greater success
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6 A Variety of Approaches to Development On the Job/Experiential - Start something new (new system, product or service, etc.) - Managing new projects - Serve on a task force - Lead a task force/ team - Improve a process/ product - Take a new assignnment (temporary or permanent) Working with Others - Model the behavior of those who excel in the need area - Interview role model(s) to find out what they do, tips, etc. - Ask role models to serve as informal mentors - Ask for feedback from others - Build relationships with customers Formal Programs, Books, etc. - Workshops, training courses - Formal education (e.g., college classes, executive education, etc.) - 360° feedback - Books, articles, manuals
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Need to Invert the Typical “Training Pyramid” 10% 20% 70% 10% 20% 70% Typical “Training” Approach Better, More Balanced Approach Formal programs, books, etc. Working with
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This note was uploaded on 02/23/2012 for the course BUSMHR 701 taught by Professor Inks during the Summer '11 term at Ohio State.

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MHR 701--Training and Development - Training and...

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