Development OF Human Resource

DEVELOPMENT
OF
HUMAN RESOURCE
Definition of Basic Terms:
TRAINING
-the attempt to improve performance
by the attainment of specific skills
such as computing, typing, encoding,
designing, driving, and so forth to
the current job
-the systematic process that will

help the employees acquire the right
knowledge, attitude, skills, and
habits to improve current performance
Definition of Basic Terms:
DEVELOPMENT
-the learning opportunities
designed to employees grow
-provides broader learning which

may be utilized in a variety of
settings and for future jobs
Employee Orientation
-the procedure for providing new

employees with basic background
information about the firm, its
culture and the job. It involves
starting the employee in the right
direction.
Two (2) Levels of Orientation
1. Organizational/overview
orientation
-topics discussed include

overview of the company, key
policies and procedures,
compensation, benefits, safety and
accident prevention, employees and
union relation if there is any,
physical facilities, and the like
2. Departmental and job specific
orientation
-topics are about the department

function and the duties and
responsibilities of the newly-hired
employee, policies, procedures,
rules and regulations, tour of the
department, and introduction to
department employees
Objectives of Training and Development
1. Improve the quality and quantity

of productivity
2. Develop effectiveness/efficiency
in the present job
3. Create more favorable attitudes,

loyalty, and cooperation
4. Help employees in their personal
development and advancement by
helping them acquire additional
qualifications for a better job
5. Help organization respond to

dynamic market conditions and
changing consumer demands
6. Satisfy human resource planning

requirements
Using Training to Deal with
Competitive Challenges
1. Global Challenge
2. Quality Challenge
3. High Performance Work System

Challenge
The Training Process
1. Training Need Analysis/Need

Assessment
a. Interviews
b. Survey questionnaire
c. Observation
d. Focus groups
e. Documentation examination
Need Assessment Process:
a. Organizational analysis
b. Person/performance analysis
c. Task analysis
2. Designing Training
Programs/Training Objectives
Outcomes of the training or

learning objectives can be
categorized as follows:
a. Instructional objective
b. Organizational and
departmental objectives
c. Individual and growth
objectives
3. Validation
4. Implementation
5. Evaluation and follow-up
Program success is assessed according

to:
a. Reaction
b. Learning
c. Behavior
d. Results
Traditional Training Methods
1. Hands on Methods
a. On-the-Job Training
* Job instruction training

* Internships and Assistantships
* Job rotation or cross-training
2. Apprenticeship Training
3. Vestibule or Simulated Training
4. Off-the-Job Training
a. Lecture/Discussion Approach
b. Audio-Visual Techniques
c. Teletraining or teleconferencing
d. Case Studies
e. Role playing
f. Correspondence training
g. Management or business games
h. Mentoring/Coaching
i. Experiential Training
Steps in Using a Performance Analysis
to Determine Training Needs
STEP 1:
Appraise employee’s performance to
determine how employees are doing and
how they should be doing their assigned
tasks
STEP 2:
Determine cost of value of correcting
identified behavioral discrepancy to
find out if it is worth the cost, time,
and expense involved
STEP 3:
Determine if employee could do the
expected job if he wanted to
STEP 4:
Communicate clearly the performance
standards to the employees to improve
their performance
STEP 5:
Determine other factors that can
hinder performance such as time,
equipment, and other people
STEP 6:
Facilitate continuous practice to
improve performance
STEP 7:
If performance analysis indicates
that behaviors need to be altered,
training becomes a viable consideration.
Weigh training approach to find the

one best suited to correct behavior
discrepancy
STEP 8:
In redesigning through job
enrichment, consider job simplification
as the best solution
STEP 9:
If all else failed, either transfer
or terminate the employee.
STEP 10:
In some cases, a skilled and able
employee may not want to perform the job,
posing a motivational problem.
Consider the use of rewards, punishment

or discipline or some combination to
create a positive climate that results in
the employee utilizing his skills
optimally.
Evaluating Training Effectiveness
1. Controlled Experimentation
2. Using specific criteria to

measure outcomes of training
Levels of Evaluating Training
Effectiveness
1. Learning Level
2. Behavioral Level
3. Results Level
Determining Return on Investment
1. Direct Costs
2. Indirect Costs
Importance of Training Costs
Information
1. To understand total expenditures for

training, including direct and indirect
costs.
2. To compare the costs of alternative

training programs.
3. To evaluate the proportion of money spent

on training and development,
administration, and evaluation as well as
to compare amount spent on training for
different groups of employees.
4. To control costs.

Development OF Human Resource

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DEVELOPMENT

-the systematic process that will

-provides broader learning which

-the procedure for providing new

-topics discussed include

-topics are about the department

1. Improve the quality and quantity

3. Create more favorable attitudes,

5. Help organization respond to

6. Satisfy human resource planning

3. High Performance Work System

1. Training Need Analysis/Need

Outcomes of the training or

5. Evaluation and follow-up

Program success is assessed according

* Job instruction training

3. Vestibule or Simulated Training

Weigh training approach to find the

Consider the use of rewards, punishment

2. Using specific criteria to

1. To understand total expenditures for

2. To compare the costs of alternative

3. To evaluate the proportion of money spent

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