HRM – Session 7

Training and Developing

Employees
 Purpose of Orientation

Orientation Helps
New Employees

Know what
Feel Understand Begin the
is expected
welcome the socialization
in work and
and at ease organization process
behavior

8–2
 The Orientation Process
An orientation typically includes information on employee
benefits, personnel policies, the daily routine, company
organization and operations, safety measures and regulations,
and a facilities tour.
Company
Employee benefit
organization and
information
operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour

8–3
FIGURE
New Employee
Departmental
Orientation Checklist

8–4
The Training Process
Training
Is the process of teaching new employees
the basic skills they need to perform their jobs
Is a hallmark of good management
Reduces an employer’s exposure to negligent
training liability
Training’s Strategic Context
The aims of firm’s training programs must
make sense in terms of the company’s
strategic goals.
Training fosters employee learning, which
results in enhanced organizational 8–5
Steps in the Training Process
The Four-Step Training
Process
1 Needs analysis

2 Instructional design
3 Program implementation
4 Evaluation

8–6
Training, Learning, and Motivation
 Make the Learning Meaningful
1. At the start of training, provide a bird’s-eye view
of the material to be presented to facilitate
learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it
logically, and in meaningful units.
4. Use terms and concepts that are already familiar
to trainees.
5. Use as many visual aids as possible.
6. Create a perceived training need in trainees’
minds.
8–7
Training, Learning, and Motivation (cont’d)
Make Skills Transfer Easy
1. Maximize the similarity between the training
situation and the work situation.
2. Provide adequate practice.
3. Label or identify each feature of the machine
and/or step in the process.
4. Direct the trainees’ attention to important
aspects
of the job.
5. Provide “heads-up,” preparatory information
that lets trainees know what might happen
back on
the job. 8–8
Training, Learning, and Motivation (cont’d)

Reinforce the Learning

1. Trainees learn best when the trainers
immediately reinforce correct responses,
perhaps with a quick
“well done.”
2. The schedule is important. The learning
curve goes down late in the day, so that “full
day training is not as effective as half the
day or three-fourths of the day.”

8–9
 Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing new Assessing current
employees’ training employees’ training
needs needs

8–10
TABLE Sample Task Analysis Record Form

8–11
FIGURE Example of Competency Model for Human Resource Manager

8–12
 Performance Analysis:
Assessing current employees’ Training Needs
Specialized Software

Assessment Center Performance

Results Appraisals

Individual Diaries Methods Job-Related

for Identifying Performance Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?

8–13
Training Methods
On-the-Job Training Computer-Based
Apprenticeship Training (CBT)
Training Simulated Learning
Informal Learning Internet-Based
Job Instruction Training
Training Learning Portals
Lectures
Audiovisual-Based
Training
Teletraining and
Videoconferencing
8–14
The OJT training method
On-the-Job Training (OJT)
Having a person learn a job
by actually doing the job.
Types of On-the-Job
Training
Coaching or understudy
Job rotation
Special assignments
Advantages
Inexpensive
Learn by doing
Immediate feedback
8–15
 On-the-Job Training

Steps to Help Ensure OJT Success

1 Prepare the learner

2 Present the operation

3 Do a tryout

4 Follow up

8–16
FIGURE Job Instruction Training at UPS

8–17
 Internet-Based Training

Teletraining and
Videoconferencing

Electronic Performance Support

Distance Systems (EPSS)

Learning
Methods Computer-Based Training

E-learning and learning portals

8–18
Creating a Training Program

Creating a Training Program

1 Set training objectives

2 Use a detailed job description

3
Develop an abbreviated task
analysis record form
4 Develop a job instruction sheet
5 Compile training program for the job

8–19
 Implementing Management Development
Programs

Long-Term Focus of
Management
Development

Appraising
Assessing the Developing the
managers’
company’s managers and
current
strategic needs future managers
performance

8–20
 Succession Planning
Steps in the Succession Planning
Process

1 Anticipate management needs

2 Review firm’s management skills inventory

3 Create replacement charts

4 Begin management development

8–21
Management Development Techniques

Managerial On-the-Job Training

Job Coaching and Action

rotation understudy learning

8–22
Other Management Training Techniques

Off-the-Job Management Training

and Development Techniques

The case study method Role playing

Management games Behavior modeling

Outside seminars Corporate universities

University-related programs Executive coaches

8–23
 Managing Organizational
Change Programs

What to
Change

Technologie
Strategy Culture Structure Employees
s

8–24
 Managing Organizational Change and
Development

The Human Resource

Manager’s Role

Organizing Effectively using

Overcoming
and leading organizational
resistance to
organizational development
change
change practices

8–25
Managing Organizational Change and
Development (cont’d)

Overcoming Resistance to
Change:
Lewin’s Change Process
1 Unfreezing
2 Moving
3 Refreezing

8–26
How to Lead the Change
Unfreezing Stage
1. Establish a sense of urgency (need for
change).
2. Mobilize commitment to solving problems.
Moving Stage
3. Create a guiding coalition.
4. Develop and communicate a shared vision.
5. Help employees to make the change.
6. Consolidate gains and produce more change.
Refreezing Stage
7. Reinforce new ways of doing things.
8. Monitor and assess progress. 8–27
Using Organizational Development
Organizational Development
(OD)

1 Usually involves action research

2 Applies behavioral science knowledge

3 Changes the organization in a particular direction

8–28
Evaluating the Training Effort

Designing the Evaluation Study

Time series design
Controlled experimentation

Choosing Which Training Effects to Measure

Reaction of trainees to the program
Learning that actually took place
Behavior that changed on the job
Results achieved as a result of the training

8–29
FIGURE Using a Time Series Graph to Assess a Training Program’s Effects

8–30
FIGURE
A Sample Training
Evaluation Form

8–31
Next Assignment

• Next reading: Performance management and appraisal