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Human Resources Training and Individual Development

This document discusses how business strategy, organizational characteristics, and human resource management strategy influence training within organizations. It provides examples of how Southwest Airlines' cost leadership strategy impacted its approach to training. The document also outlines different models for organizing a company's training department, such as the faculty model, customer model, matrix model, corporate university model, and virtual training organization.

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Akanksha Agrawal
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38 views33 pages

Human Resources Training and Individual Development

This document discusses how business strategy, organizational characteristics, and human resource management strategy influence training within organizations. It provides examples of how Southwest Airlines' cost leadership strategy impacted its approach to training. The document also outlines different models for organizing a company's training department, such as the faculty model, customer model, matrix model, corporate university model, and virtual training organization.

Uploaded by

Akanksha Agrawal
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Human Resources Training

and Individual Development

Strategic Training
January 21, 2003
Overview

• Business strategy
• Does HRM matter?
• High performance work practices/systems
• Training and HPWPs
• Influences on training
– Organizational characteristics
– Business strategy
– HRM strategy
• Example: Southwest Airlines
• Training models
Business Strategy

• What is a Business Strategy?


• The strategy influences how the
company uses:
– physical capital
– financial capital
– human capital
• The business strategy helps direct
the company’s activities to reach
specific goals.
Decisions a Company Must Make about
How to Compete to Reach Its Goals

• Where to compete?
– In what markets will we compete?
• How to compete?
– On what outcome or differentiating characteristic
will we compete?
– Cost? Quality? Reliability? Delivery?
Innovativeness?
• With what will we compete?
– What resources will allow us to beat the
competition?
– How will we acquire, develop, and deploy those
resources to compete?
Strategy and Training

• What influences does strategy


have on training?
• How does strategy impacts the
importance placed of training
within HR?
• But first, does HRM, and
training for that matter, make a
difference?
Does Human Resource
Management Matter?
Why Does Human Resource
Management Matter?

– HRM matters if it can add “value”


to the firm.
– Can good HR policies add value?
• Southwest
– How about bad HR policies
• “The Apple Story”
Why Does HR Add Value?

• Because, relative to other resources


held by a firm, good human resource
management practices are particularly
rare and inimitable
• Are knowledge, intellectual capital
and know-how easily imitable?
Is There Any Proof?

• Huselid (1995) studied high performance


work practices in 968 firms
– 1 standard deviation (SD) increase in such
practices equals
• $18,641 increase in market value/per employee
• $3,814 increase in profits/per employee

• Huselid and Becker (1997) –702 firms


– “A one standard deviation improvement in the
human resources system was associated with an
increase in shareholder wealth of $41,000 per
employee.”
Is There Any Proof?

• Welbourne & Andrews (1996):


– Studied the survival of 136 firms who
initiated an IPO in 1988
– Examined company mission statements
and organizational documents as a
means of rating the value placed on OB
practices
– By 1993, only 60% of the firms still
existed. Firms that valued HR practices
had a 19% higher survival rate
Training and High-Performance
Systems
• Pfeffer and Veiga (1999):
– Are training levels adequate in the US?
– Specialist vs. generalist skills
– High-performance work systems rely
on front-line employees to identify
opportunities and solve problems
Implementing High-
Performance Systems
• Pfeffer and Veiga (1999):
– It is difficult to calculate the return on the
HR investment, relative to investments in
technology, equipment, etc.
– HR practices have to be improved on a
systemic basis
– Improving HR practices is a long-term
process
The Roles and Duties of Managers in
Companies That Use High-Performance
Work Practices

• Managing Alignment
• Encouraging Continuous Learning
• Coordinating Activities
• Facilitating Decision-Making Process
• Creating and Maintaining Trust
Implications for Training

• What influences training?


– Organizational characteristics
– Business strategy
– Human Resources strategy
Organizational Characteristics That
Influence Training

• Integration of Business Units


• Global Presence
• Business Conditions
Implications of Business Strategy
for Training

• Business Strategy:
– Concentration
– Internal Growth
– External Growth
– Disinvestment
• Strategy influences focus of training
– current vs. future job skills
– reactionary vs. proactive
– job specific vs. team, unit of division
– all vs. specific groups
– training vs. other HR practices
HRM Strategy: Influence on Training

• The type of training and resources


devoted to training are mainly
influenced by the strategy adopted for
two HRM practices:
– Staffing
– Human Resource Planning
Staffing Strategy Influence on
Training

• Two aspects of a company’s


staffing strategy influence
training:
– The criteria used to make promotion
and assignment decisions
– The places where the company
prefers to obtain human resources to
fill open positions
HR Planning Influence on Training

• What is HR planning?
• How does HR planning relate to,
and influence, training?
The Broadening of Training’s Role

Focus on Teaching Skills and


Knowledge

Link Training to Business


Needs

Use Training to Create and


Share Knowledge
Example: Southwest Airlines
Southwest Airlines

• Cost Leadership strategy


– Level of service vs. managing costs
– Every employee understands from day
one that Southwest is built on low costs
Supporting Cost Leadership

• Training
– Train workers to understand what drives
costs so they can make suggestions to
improve them (instead of having to ask a
supervisor what to do)
Supporting Cost Leadership

• Recruiting and Selection


– Target self-motivated people who naturally
work hard and fast
– Involve employees & customers in
recruitment and selection to target good
fits
• Train employees at all levels to recruit and
select!
Supporting Cost Leadership

• Compensation
– Give departments quarterly bonuses for
staying below budgets. Also give
bonuses for suggestions that improve
cost performance.
• Train on cost drivers, suggestion system,
and how to achieve bonuses
– Use stock options so employees feel
like owners (they’ll look out for the
company)
• Train on the relationship between certain
types of behaviors and how they influence
the bottom line and ultimately stock price
Models of Organizing the
Training Department
Models of Organizing the Training
Department

Faculty Model
Customer Model

Matrix Model

Corporate University
Model
Virtual Model
The Faculty Model

D ir e c t o r o f T r a in in g

S a fe ty Q u a lit y T e c h n o lo g y L e a d e r s h ip S a le s
T r a in in g T r a in in g and D e v e lo p m e n t T r a in in g
C o m p u te r
S y s te m s

Training Specialty Areas


The Customer Model

D ir e c t o r o f T r a in in g

I n fo r m a t io n M a r k e t in g P r o d u c t io n F in a n c e
S y s te m s and
O p e r a t io n s

Business Functions
The Matrix Model

D ir e c t o r o f T r a in in g

S a le s Q u a lit y T e c h n o lo g y S a fe ty
Training T r a in in g T r a in in g and T r a in in g
Specialty C o m p u te r
Areas S y s te m s

Production
Marketing and
Operations

Business Functions
The Corporate University Model

Historical Training Leadership Development Programs Training


Problems Advantages
Excess Costs Dissemination of
Best Practices
Poor Delivery and
Focus

Product Operations Sales and Human


Development Marketing Resources

Inconsistent Use of Align Training with


Common Training Business Needs
Practices
Integrate Training
Best Training Initiatives
Practices Not
Effectively Utilize
Shared
New Training
Training Not Methods and
Integrated or Technology
Coordinated New Employee Programs
Virtual Training Organizations

• Virtual training organizations


operate according to three
principles:
– Employees (not the company) have
primary responsibility for learning
– The most effective learning takes
place on the job, not in the classroom
– For training to translate into
improved job performance, the
manager-employee relationship (not
employee-trainer relationship) is
critical.
Next Time

• Needs assessment
– Noe, Chapter 3
– Zemke (1998)

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