Professional Documents
Culture Documents
Developing
people and
performance
Training,
development and learning
Education
improves general knowledge and competence
orientation is person rather than job
Training
improves performance in an occupation or job
specific rather than general
usually based on skills, knowledge and attitudes
required for satisfactory job performance
Development
help people develop and fulfil their potential
David G LIN 1
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Knowing about
Understanding
Acceptance
Able to apply
David G LIN 2
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Therefore, training
programmes should
Introduce learners carefully to the
proposed new behaviour
Transfer the appropriate skills,
knowledge and abilities systematically
Manage the return to the workplace so
that learners are given both opportunity
and encouragement to apply the new
behaviour
Principles of learning
Effective learning depends largely on desire to
learn
People learn at different rates
People learn different things at different rates
People learn by doing
Reinforcement and feedback are critical
Whole learning is usually better than part learning
Learning must be transferred from training
situation and applied on job
David G LIN 3
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Adults as learners
David G LIN 4
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Training challenges
Demands for competitiveness and efficiency
Need for more highly skilled people
Wider range of more complex occupations and
technologies
New concepts and techniques appear frequently
Managers unwilling to 'invest' in training as long-term
strategy for organisational improvement
Devolution, decentralisation, outsourcing, and
'democratisation' of access to education and training
Repositioning of HR specialists as internal
consultants or advisers to management
Organisational attitudes
Fragmented approach
Unplanned, unsystematic, ad hoc
Formalised approach
Systematic and linked to HR needs
Focused approach
Training and development seen as
necessary for organisational survival
Learning organisation
David G LIN 5
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Competitive advantage
– Arie de Geus
David G LIN 6
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Learning
in learning organisations
Performance-based
Tied to business objectives
Learning processes - learning how to learn –
considered important
Ability to define learning needs seen to be as
important as knowing answers
Learning opportunities exist to develop
knowledge, skills and attitudes
Learning is part of work and part of every job
description
Meaning of career
Advancement
Profession
Life-long sequence of jobs
Sequence of role-related
experiences
Sequence of work attitudes and
behaviours
David G LIN 7
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Develop self-awareness
Develop understanding of
environment
Develop ability to make career
choices
David G LIN 8
Human Resources Management in New Zealand (4th edn) – Richard Rudman
Career models
Definitions
Career planning
Process by which organisation and employees
identify a sequence of jobs, possible
learning experiences and training to help
employees fulfil their potential and gain job
satisfaction
Career counselling
Provide employees with information and
assistance so they can better plan their
progress to other positions or roles within
the organisation, or to other organisations
David G LIN 9
Human Resources Management in New Zealand (4th edn) – Richard Rudman
David G LIN 10