Académique Documents
Professionnel Documents
Culture Documents
Employees
Objectives
1. Describe the basic training
process.
Orienting Employees
Employee orientation
Orientation content
Orientation Process
Orientation is the introductory stage which
familiarizes the new employee to his/her new
working environment by introducing aspects of
the company such as:
Company mission
Quality and value statements
Organization chart
Business objectives
Management
Workplace facilities
Work rules, regulations and policies
Employee benefits and incentives
Induction Process
Training
Training
Development
Ite m
D e v e lo p m e n t
L e a r n s p e c if ic b e h a v io u r s a n d
a c tio n s ; d e m o n s tr a te te c h n iq u e s
a n d p ro c e s s e s .
Focus
U n d e r s t a n d a n d in t e r p r e t k n o w le d g e ;
D e v e lo p ju d g e m e n t ; E x p a n d c a p a c it ie s
f o r v a r ie d a s s ig n m e n t s .
S h o rt te rm .
T im e F r a m e
L o n g te r m .
T r i e s t o im p r o v e a s p e c i f i c s k ill
r e la t in g t o a jo b ( m o s t ly t e c h n ic a l
a n d m e c h a n ic a l) .
P ro c e s s
A i m s a t im p r o v in g t h e t o ta l p e r s o n a lit y
o f a n in d iv id u a l ( la r g e ly a n a ly t ic a l a n d
c o n c e p t u a l a b il it i e s ) .
M e e t c u r r e n t r e q u ir e m e n ts o f a
jo b ; a i m s a t im p r o v in g e m p lo y e e
p e r fo r m a n c e o n a c u r r e n tly h e ld
jo b .
G oal
M e e t f u t u r e c h a lle n g e s o f t h e jo b a n d
th e in d iv id u a l; a im s a t p r o v id in g
le a r n in g o p p o r t u n it ie s d e s ig n e d t o h e lp
e m p lo y e e s g r o w .
E ffe c tiv e n e s s
M e a s u re s
Q u a lif ie d
needed,
p o s s ib le ,
a d v a n ta g e
P e r fo r m a n c e a p p r a is a ls , c o s tb e n e fit a n a ly s is , p a s s in g te s ts
o r c e r t if ic a t io n .
Executive Development
p e o p le a v a ila b le w h e n
p ro m o tio n fr o m w ith in
H R - b a s e d c o m p e tit iv e
.
Turnover
Change in workplace or any other program
Needs of organization or personnel
Cost effectiveness
Implementation of new system
Environmental requirement
Employees promotion and advancement
Performance improvement
Cont.
Decrease accidents
Decrease cost of management
Decrease absenteeism and turnover rates.
Foster good culture and climate.
Increase competitive advantageous.
Needs analysis
Instructional design
Validation
Evaluation
Task analysis
A detailed study of a job to identify the specific
skills required, especially for new employees.
Performance analysis
Verifying that there is a performance deficiency
and determining whether that deficiency should
be corrected through training or through some
other means (such as transferring the
employee).
Organization Analysis
An examination of the environment, strategies,
and resources of the organization to determine
where training emphasis should be placed.
Table 81
Training Methods
OJT methods
Advantages
Inexpensive
Immediate feedback
Apprenticeship training
Effective lectures
Advantages
Types of CBT
Videoconferencing
Management development
Succession planning
Methods/techniques
Various methods are employed to develop managerial skills and knowledge,
such as:
2 . I n t e r p e r s o n a l s k ills
3 . J o b k n o w le d g e
4 . O r g a n is a ti o n a l k n o w le d g e
5 . G e n e r a l k n o w le d g e
6 . S p e c if ic in d iv id u a l n e e d s
(a )
(b )
(c )
(a )
(b )
(c )
(a )
(b )
(c )
(a )
(b )
(a )
(b )
(c )
(a )
(b )
In -b a s k e t
B u s in e s s g a m e
C a s e s tu d y
R o le p la y
S e n s i t iv it y t r a in in g
B e h a v io u r M o d e llin g
O n -th e -jo b e x p e rie n c e s
C o a c h in g
U n d e rs tu d y
J o b r o t a t io n
M u l tip le m a n a g e m e n t
S p e c ia l c o u r s e s
S p e c ia l m e e tin g s
S p e c if ic r e a d in g s
S p e c ia l p r o je c ts
C o m m i t t e e a s s ig n m e n t s
Managerial on-the-Job
Training
Job rotation
Coaching/Understudy approach
Action learning
Management game
Outside seminars
Behavior modeling
Controlled experimentation
Source: Reprinted with permission form the November 1983 issue of Personnel Administrator, copyright, 1983, the Society for Human Resource Management,
Alexandria, VA.
Criterion 1: Reactions
Participant Reactions.
The simplest and most common approach to
training evaluation is assessing trainees.
Potential questions might include the following:
What were your learning goals for this program?
Did you achieve them?
Did you like this program?
Would you recommend it to others who have
similar learning goals?
What suggestions do you have for improving the
program?
Should the organization continue to offer it?
Criterion 2: Learning
Criterion 3: Behavior
Transfer of Training
Source: www.opm.gov/wrkfam/.