Chapter 8

Training and Developing Employees

Part Three | Training and Development

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall PowerPoint Presentation by Charlie Cook The University of West Alabama

Purpose of Orientation

Orientation Helps New Employees

Feel welcome and at ease

Understand the organization

Know what is expected in work and behavior

Begin the socialization process

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The Orientation Process

Company organization and operations

Employee benefit information

Personnel policies

Employee Orientation

Safety measures and regulations

Daily routine

Facilities tour

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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 employers exposure to negligent

training liability

Trainings Strategic Context

The aims of firms training programs must make

sense in terms of the companys strategic goals.

Training fosters employee learning, which

results in enhanced organizational performance.

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Steps in the Training Process

The Four-Step Training Process
1 2 3 4

Needs analysis

Instructional design
Program implementation Evaluation

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Analyzing Training Needs

Training Needs Analysis

Task Analysis:
Assessing new employees training needs

Performance Analysis:
Assessing current employees training needs

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Performance Analysis: Assessing Current Employees Training Needs

Specialized Software Assessment Center Results Individual Diaries Performance Appraisals

Methods for Identifying Training Needs

Job-Related Performance Data

Attitude Surveys

Observations

Tests

Interviews

Cant-do or Wont-do?

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Training Methods
On-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Computer-Based Training (CBT) Simulated Learning Internet-Based Training

Learning Portals

Lectures
Programmed Learning Audiovisual-Based Training Vestibule Training Teletraining and Videoconferencing Electronic Performance Support Systems (EPSS)

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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

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Intelligent Tutoring Systems

Advantages
Reduced learning time Cost effectiveness Instructional consistency

Types of Programmed Learning

Interactive multimedia training Virtual reality training

Virtual classroom

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Internet-Based Training

Teletraining and Videoconferencing

Distance Learning Methods

Electronic Performance Support Systems (EPSS)

Computer-Based Training

E-learning and learning portals

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Lifelong Learning and Literacy Training Techniques

Employer Responses to Employee Learning Needs

Provide employees with lifelong educational and learning opportunities

Instituting basic skills and literacy programs

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Creating Your Own Training Program

Creating a Training Program
1 2 3 4 5

Set training objectives

Use a detailed job description Develop an abbreviated task analysis record form
Develop a job instruction sheet Compile training program for the job

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Implementing Management Development Programs

Long-Term Focus of Management Development

Assessing the companys strategic needs

Appraising managers current performance

Developing the managers and future managers

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Succession Planning
Steps in the Succession Planning Process
1

Anticipate management needs Review firms management skills inventory

2
3

Create replacement charts

Begin management development

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Management Development Techniques

Managerial On-the-Job Training

Job rotation

Coaching and understudy

Action learning

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Other Management Training Techniques

Off-the-Job Management Training and Development Techniques
The case study method Management games Role playing Behavior modeling Corporate universities Executive coaches

Outside seminars
University-related programs

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Behavior Modeling
Behavior Modeling Training
1

Model the effective behaviors Have trainees role play using behaviors Provide social reinforcement and feedback Encourage transfer of training to job

2
3

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Managing Organizational Change Programs

What to Change

Strategy

Culture

Structure

Technologies

Employees

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Managing Organizational Change and Development

The Human Resource Managers Role

Overcoming resistance to change

Organizing and leading organizational change

Effectively using organizational development practices

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Managing Organizational Change and Development (contd)

Overcoming Resistance to Change: Lewins Change Process
1 2 3

Unfreezing

Moving
Refreezing

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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.

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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

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