KLA-Tencor, a supplier of process control solutions for the semiconductor industry, values training and development, invests in training and development, and ties it to the business strategy. For example, the company was recently ranked fifth in Training magazine’s Top 100. Because of the high level of
investment in training, KLA-Tencor takes several steps with employees and managers to ensure that training is taken seriously and is used on the job.21 One of the company’s concerns was that too many employees were viewing training as a vacation from their job. To deal with this concern, KLA-Tencor has incorporated a pass/fail policy into its training curriculum. If an employee fails any section within a training course, management action is immediately taken. The employee is removed from the course, and a performance improvement plan is developed that requires the employee to retake the course. The pass/fail policy has resulted in improved employee competency levels, a reduction in marginally performing employees, and savings of $1.4 million. But the most important result has been that the policy has changed employees’ view of training. Instead of quickly leaving when a training session has ended, trainees are staying late and forming study groups to complete homework and assignments. The class tardiness rate has dropped from 20 percent to zero. The pass/fail policy has also boosted the morale of the technical instructors because they can see that students are actually learning and are interested in the courses. Page 200 Managers pay attention to the development of their staff because part of their incentive plan is based on training and development. The incentive plan comprises fiscal, productivity, and strategic goals. Training and development is considered a strategic goal. Typically, 10 percent to 30 percent of a manager’s bonus pay is based on development. For some managers, as much as 75 percent of their bonus pay can be based on staff development as measured by employee training and certification levels. The percentage varies depending on how critical the training is for business operations. The incentive plans also help the employees receive bonuses, which are tied to productivity goals. Only employees who maintain training and certification levels are eligible for productivity bonuses. For some jobs, such as service engineer, bonuses can range from 10 percent to 15 percent. This incentive plan makes training the responsibility of not only the managers but also each employee. Peer Support Transfer of training can also be enhanced by a support network among the trainees.22 support network is a group of two or more trainees who agree to meet and discuss their progress in using learned capabilities on the job. This may involve face-to-face meetings or communications via e-mail. Trainees may share successful experiences in using training content on the job. They might also discuss how they obtained resources needed to use training content or how they coped with a work environment that interfered with use of training content. One midwestern company scheduled a series of meetings with
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