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Full Description
People are the most important resource for today's organizations. Organizations must invest in their employees to sustain a competitive advantage and achieve their strategic objectives. Strategic Training and Development translates theory and research into best practices for improving employee knowledge, skills, and behaviors in the workplace. Authors Robyn A. Berkley and David M. Kaplan take a holistic and experiential approach, providing ample practice opportunities for students. A strong focus on technology, ethics, legal issues, diversity and inclusion, and succession helps prepare students to succeed in today's business environment.
Contents
Preface
Acknowledgments
About the Authors
Introduction to Training and Development
Introduction
The Instructional Systems Design Model
Training and Development Career Issues
Conclusion
Key Terms
End-of-Chapter Exercises
CHAPTER 1 • Training and Development Strategy
Learning Objectives
Internal Environment
Company Strategy
External Environment
Ethics and Training Strategy
Global Issues in Training Strategy
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 2 • Legal Issues in Training and Development
Learning Objectives
Jurisdiction and Ethics
Equal Employment Opportunity
Liability and the Provision of Training
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 3 • Needs Analysis
Learning Objectives
Organization Level
Job Level
Person Level
Results of a Needs Analysis
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 4 • Learning Theories
Learning Objectives
Bloom's Taxonomy: What People Learn
Learning Theories
Pedagogy, Andragogy, and Heutagogy
Learning Styles
Are There Generational Differences in Learning?
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 5 • Training Evaluation: Reaction and Learning
Learning Objectives
Training Strategy for Evaluation
Developing Learning Objectives
Training Design for Evaluation
Reliability and Validity of Training Measures
Kirkpatrick's Model for Training Effectiveness
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 6 • Training Evaluation: Transfer and Results
Learning Objectives
Transferring Learning to Behavior
Kirkpatrick's Model for Training Effectiveness
Transfer of Training
Training Evaluation Analysis
Training Budgets
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 7 • Learning Methods
Learning Objectives
Traditional Methods
Experiential Methods
Choosing a Method
Instructional Aids
Asking Questions
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 8 • Delivery Options for Face-to-Face Training
Learning Objectives
Instructional Settings
Factors Influencing Selection of Instructional Settings
On-the-Job Training (OJT)
Workshops, Speakers/Courses, Conferences, and Corporate Universities
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 9 • Technology-Mediated Training and Development
Learning Objectives
Technology-Facilitated Learning
Communicating Virtually
Human Resource Information Systems (HRIS)
Online Instruction
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 10 • Careers and Succession
Learning Objectives
Career Theories
Career Stages
Career Paths
Traditional, Protean, and Boundaryless Careers
Career Anchors
Succession Planning
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 11 • Employee Development
Learning Objectives
Strategic Importance of Development
Learning Agility
Employee Development
Leadership Development
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 12 • Practical Skills for Training and Development
Learning Objectives
Communication Style
Listening
Feedback
Conflict Resolution
Self-Awareness
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
CHAPTER 13 • Training for Differences: Understanding Culture and Diversity
Learning Objectives
How People, Organizations, and the Global Context Differ
Macro-Level Differences: National Culture and Global Competency
Organization-Level Differences: Company Culture
Onboarding to Train for Organizational Culture
Micro-Level Differences: Individual Differences and Diversity Training
Applying Practical T&D Skills to Diversity Training
Ethics and Training Diverse Others
Chapter Summary
Key Terms
End-of-Chapter Questions and Exercises
Appendix A: Semester-Long Project
Appendix B: External Partnerships
Appendix C: Managing a Training Session
Glossary
Notes
Index
