1、 2005 McGraw-Hill Ryerson Ltd. Chapter6Training Employees1. Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees readiness for training.4. Describe how to plan an effective training program.5. Compare widely

2、 used training methods.6. Summarize how to implement a successful training program.7. Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management.What Do I Need to Know?1Strategies, Trends, and Challenges in HRM C H A P T E R 2005 McGraw

3、-Hill Ryerson Ltd. Canadas Most Respected - RBCFor the second consecutive year, RBC Financial Group received the highest ranking in Ipsos-Reids “Canadas Most Respected Corporations” survey. Criteria for selection includes Human Resource Management practices. In full page newspaper ads, RBC attribute

4、d this success to its 69,873 employees2 of 18 2005 McGraw-Hill Ryerson Ltd. IntroductionnHuman resource management (HRM) is defined as the policies, practices, and systems that influence employees behaviour, attitudes, and performance3 of 18 2005 McGraw-Hill Ryerson Ltd. HR and Company PerformancenH

5、RM has traditionally been viewed as a expense, rather than a source of value to the organizationnHuman capitalnAn organizations employees described in terms of characteristics that add economic value e.g. training, experience, insight, etc.nHuman resources:nValuablenRarenCannot be imitatednHave no g

6、ood substitutes4 of 18 2005 McGraw-Hill Ryerson Ltd. Impact of Human Resource Management.5 of 18 2005 McGraw-Hill Ryerson Ltd. Responsibilities of HR Departments6 of 18 2005 McGraw-Hill Ryerson Ltd. HR as a Strategic Partner7 of 18 2005 McGraw-Hill Ryerson Ltd. HR Professional Capabilities Profile8

7、of 18 2005 McGraw-Hill Ryerson Ltd. HR Responsibilities of SupervisorsMany HR activities are carried out by supervisors:nHelp define jobsnForecast HR needsnInterview and select candidatesnTrain, coach and develop employeesnAppraise performancenRecommend pay increases and promotionsnCommunicate polic

8、ies & comply with lawsnProvide motivational environment9 of 18 2005 McGraw-Hill Ryerson Ltd. Careers in HRM10 of 18 2005 McGraw-Hill Ryerson Ltd. Environmental Trends Impacting HRM11 of 18 New psychological contract Aging workforce Diverse workforce Skill deficiencies Knowledge workers Employee

9、engagement Teamwork Increasing education HRIS Connectedness E-HRM applications Self-service 2005 McGraw-Hill Ryerson Ltd. Change in the Labour ForcenLabour force: All the people willing and able to worknInternal labour force: the organizations workersnExternal labour market: Individuals who are acti

10、vely seeking employment12 of 18 2005 McGraw-Hill Ryerson Ltd. An Aging WorkforcenCanadas population and labour force are aging nImpending shortage of workers as the labour forces in many developed countries will be shrinkingnConcerns related to retirement planning, retraining older workers, motivati

11、ng plateaued employees, controlling health-related costs13 of 18 2005 McGraw-Hill Ryerson Ltd. Age Distribution of Canadian Population, 2006 & 201614 of 18 2005 McGraw-Hill Ryerson Ltd. A Diverse WorkforceThe Canadian labour force is growing more diverse:nEmployment Equity designated groups:nVis

12、ible minorities and immigrants provide competitive knowledgenMore women in the workforcenGrowth of aboriginal populationnPersons with disabilities provide a productive source of employees15 of 18 2005 McGraw-Hill Ryerson Ltd. High-Performance Work SystemsnKnowledge workersnEmployees whose main contr

13、ibution is specialized knowledgenEmployee engagementnThe extent that employees are satisfied, committed to, and prepared to support what is important to the organizationnTeamworknIncreasing levels of education16 of 18 2005 McGraw-Hill Ryerson Ltd. Technological Change in HRMnHuman resource informati

14、on system (HRIS)nA computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organizations human resourcesnConnectedness: A changing economynGrowing use of e-businessnE-HRMnSelf-service17 of 18 2005 McGraw-Hill Ryerson Ltd. Change in the Employment RelationshipA new psychological contractnCompanies demand:nExcellent c