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Training and Development1st Edition Ian Anderson, INSTRUCTOR’S RESOURCE MANUAL

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CHAPTER 1 STRATEGIC CONSIDERATIONS Part 1: Chapter Overview Chapter 1 introduces students to the history and foundation of training and development and its relation to human resources management. This chapter examines strategic training and development and looks at the impact of organizational characteristics and the external environment on training. It also introduces the key components in training design, a topic covered in full detail in Chapter 4. Learning Outcomes LO 1.1 Describe the role of training and development in human resources management. LO 1.2 Define strategic training and development. LO 1.3 Explain the organizational characteristics that influence training. LO 1.4 Describe the external environment and its impact on training in Canada. LO 1.5 Describe the key components in training design. Detailed Outline I. Vignette: College H.U.N.K.S College H.U.N.K.S. Hauling Junk & Moving® is a full-service residential and commercial service company that offers moving, junk removal, donation pickups, and labour services in Canada and the United States. One of their four core values relates directly to the topic of this text—“Building Leaders.” At the heart of building leaders is a philosophy that thrives on training and development. A successful initiative for them has been lunch and learns. Anyone attending a conference or off-site training class must give a 30- to 60-minute presentation on the training when they return. Students can discuss the merits of lunch and learns as a training method, as it relates to formal vs informal training, and its ability to provide learning for both the employee presenting as well as the employees participating. II. Role of Training and Development Training and development supplies specific benefits to the employees themselves. 1. Extrinsic vs intrinsic benefits (see visual comparing them in textbook) A. Human Resources Management 1. The training and development function provides the workforce with the tools to be successful, which is integral to other HR functions. 2. Businesses that continually improve the workforce positions the organization as an industry leader, providing the impetus to achieve its competitive goals. 3. An employee’s first exposure to the company’s training and development function is typically during orientation, also known as onboarding

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