Organizational psychology презентация

Future Trends That Will Affect Training
The use of new technologies for training delivery will increase
Demand for training for virtual work arrangements will rise
Emphasis on capture and storage and use of intellectual capital will increase
Companies will rely on learning management systems, integration with business processes, and real-time learning

Future Trends That Will Affect Training
Training will focus on business needs and performance
Training departments will develop partnerships and will outsource
Training and development will be viewed more from a change model perspective

New Technologies for Training Delivery
Cost of these new technologies will decrease
Companies can use technology to better prepare employees to service customers and generate new business
Training costs will be substantially reduced through use of new technologies

New Technologies for Training Delivery
Technologies allow trainers to build into training many of the desirable features of a learning environment
Technology will allow training to be delivered to contingent, decentralized employees in a timely, effective manner

Virtual Work Arrangements
Virtual work arrangements:
Work that is conducted in a remote location
Employee has limited contact with peers
Employee able to communicate electronically
Two training challenges:
Companies have to invest in training delivery methods that facilitate digital collaboration
Teams and employees must be provided the tools they need for finding knowledge

Intellectual Capital
Companies will increasingly seek ways to turn employees’ knowledge (intellectual capital) into a shared company asset because of:
software such as Lotus Notes and intranets
growing emphasis on creating a learning organization
Trainers and the training department likely will:
manage knowledge
coordinate organizational learning

Learning Management Systems (LMS)
Used to automate the administration of online learning systems
Can help companies:
reduce travel costs related to training
reduce time for program completion
increase employees’ accessibility to training across the business
provide administrative capabilities to track program completion and course enrollments

Learning Management Systems (LMS)
(2 of 2)
Important for human capital management
Human capital management – integrates training with the human resource function to determine:
how training dollars are spent, and
how that expense relates to business dollars for the company
Accomplished through a software system that integrates all human resource management activities with each other

How should an LMS be developed?
Senior management needs to be convinced that an LMS will
benefit employees
improve business functions
contribute to overall business strategy and goals
The company must have an e-learning culture that supports online learning and encourages employee participation
The online learning environment needs to be under the control of the learner

Functional Areas and Applications of Real-Time Extended Business:
Resource Management
Human Capital Development
Enterprise Resource Management
Employee Resource Management
Learning Management Systems
Product Management
Product Life-Cycle Management
Supply Chain Management
Work Force Management
Customer Relations Management
Collaborator Management
Structured Knowledge Management
Instant Messaging
Collaborative Web-Conferencing
Process Management
Work Flow Management
Customer Analytics
Work Force Analytics
Business Process Management

Business Needs and Performance
(1 of 2)
Training departments will have to ensure that they are seen as helping the business functions to meet their needs
Requires a shift from training as the solution to business problems to a performance analysis approach
Involves identifying performance gaps or deficiencies and examining training as one possible solution for the business units (the customers)

Business Needs and Performance
(2 of 2)
Two ways that training departments will need to be involved are:
(1) focusing on interventions related to performance improvement
(2) providing support for high-performance work systems
Training departments’ responsibilities will include a greater focus on systems that employees can use for information on an as-needed basis

Partnerships and Outsourcing (1 of 2)
Companies are turning to external suppliers for their training services because:
downsizing has caused reductions in training staffs
employees are needing to learn specialized new knowledge
demand for training services is fluctuating
External suppliers can be used as partners or as sole providers of training services

Partnerships and Outsourcing (2 of 2)
Outsourcing – the reliance on external suppliers to provide training services
Application service provider (ASP) – a company that rents out access to software for a specific application
Major benefit is that company resources are not used to purchase or maintain an internal network or intranet

Training and Development from a Change Model Perspective: (1 of 3)
For new training or development practices to be successfully implemented, they must first be accepted by managers, upper management, and employees
For managers and employees, change is not easy
Resistance to new training and development practices is likely
Training and development should be viewed from a change model perspective

Training and Development from a Change Model Perspective: (2 of 3)
The process of change is based on the interaction among four components of the organization:
Task
Employees
Formal organization arrangements
Informal organization
Different types of change-related problems occur depending on the organizational component that is influenced by the change

Training and Development from a Change Model Perspective: (3 of 3)
Four change-related problems need to be considered for any new training practice:
Resistance to change
Control
Power
Task redefinition

A Change Model
Components of the organization
Change-related problems
Resistance to Change
Loss of Control
Formal Organizational Arrangements
Power Imbalance
Task Redefinition Challenges
Individual
Task
Informal Organization

Methods to Determine Whether Change is Necessary
Viewing training from a systems perspective means that companies and trainers need to understand both internal and external environments
They need to understand the effectiveness and efficiency of current training practices
They need to be aware of other companies’ practices to ensure that their training practices are the best possible

Methods to Determine Whether Change is Necessary: Benchmarking
Benchmarking provides information about other companies’ practices
Trainers need to take several things into account when benchmarking:
Information about internal processes must be gathered to serve as a comparison for best practices
The purpose of benchmarking and the practice to be benchmarked must be clearly identified
Upper-level management needs to be committed to it
Quantitative and qualitative data should be collected

Example: Xerox’s Benchmarking Practices
Identify what is to be benchmarked
Identify comparable companies
Determine data collection methods and collect data
Determine current performance levels
Project future performance levels
Communicate benchmark results and gain acceptance
Establish functional goals
Develop action plans
Implement action plans and monitor progress
Recalibrate benchmarks

Methods to Determine Whether Change is Necessary: Process Reengineering (1 of 3)
Process reengineering provides information about the effectiveness and efficiency of training systems within the company
Trainers need to understand their current training practices and processes and evaluate them to determine what should be changed
Reengineering is critical to ensuring that the benefits of new training and development programs can be realized

Methods to Determine Whether Change is Necessary: Process Reengineering (2 of 3)
Reengineering is important when trying to:
Deliver training using new technology
Streamline administrative processes and improve the services the training department offers
Review the training department functions
Review a specific training program or development program practice

Methods to Determine Whether Change is Necessary: Process Reengineering (3 of 3)
Reengineering involves four steps:
Identify the process to be reengineered
Understand the process
Redesign the process
Implement the new process

The Reengineering Process
Identify the Process to Be Reengineered
Understand the Process
Feedback
Redesign the Process
Implement the New Process

Organization Development and Change Management
Organization Development
Planned, systematic change process that uses behavioral science knowledge and techniques to improve companies’ effectiveness by improving relationships and increasing learning and problem-solving capabilities
Change Management
The process of ensuring that new interventions such as training practices are accepted and used by employees and managers

Change Management Steps
1. Overcoming Resistance To Change
2. Managing The Transition
3. Shaping Political Dynamics
4. Using Training To Explain New Tasks

Managers’ Misconceptions About Training
Training is not valuable
Training is an expense, not an investment
Anybody can be a trainer
The training department is a good place to put poor performers
Training is the responsibility of the trainers