training and development -HRM

GARY DESSLER
HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 8
Training and
Developing
Employees
PowerPoint Presentation by Charlie Cook
The University of West AlabamaCopyright © 2011 Pearson Education
Part 3 Training and Development

Copyright © 2011 Pearson Education 8–2
WHERE WE ARE NOW…

1. Summarize the purpose and process
of employee orientation.
2. List and briefly explain each of the four steps
in the training process.
3. Discuss how you would motivate trainees.
4. Describe and illustrate how you would identify
training requirements.
5. Explain how to distinguish between problems
you can fix with training and those you can’t.
6. Explain how to use five training techniques.
LEARNING OUTCOMES

7. List and briefly discuss four management
development programs.
8. List and briefly discuss the importance of the eight
steps in leading organizational change.
9. Answer the question, “What is organizational
development and how does it differ from traditional
approaches to organizational change?”
LEARNING OUTCOMES (cont’d)

Purpose of Orientation
Feel welcome
and at ease
Begin the
socialization
process
Understand the
organization
Know what is
expected in
work and
behavior
Orientation Helps New
Employees

The Orientation Process
Company organization
and operations
Safety measures
and regulations
Facilities
tour
Employee
Orientation
Employee benefit
information
Personnel
policies
Daily
routine

• Research by the Aberdeen Group found 86% of new
employees decide whether to stay or quit a new job
within their first 6 months

Google’s Just-in-time Approach Gets New
Hires Up to Speed 25 Percent Faster
• Google found that a simple reminder alert email sent to
the hiring manager the Sunday before the new hire starts
can reduce new hire time to productivity by a full month,
a whopping 25 percent faster.
• The five critical tasks that are listed in the email alert are:
• Have a role and responsibilities discussion.
• Match your new hire with a peer buddy.
• Help your new hire build a social network.
• Set up onboarding check-ins once a month for your new
hire’s first six months.
• Encourage open dialogue

FIGURE 8–1
New Employee
Departmental
Orientation Checklist

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 performance.

Steps in the Training Process
1
2
3
4
The Four-Step Training Process
Instructional design
Needs analysis
Program implementation
Evaluation

© 2002 Southwestern College Publishing. All rights reserved. 9–12
Performance Consulting
Figure 9–1

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.

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.

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.”

Analyzing Training Needs
Task Analysis:
Assessing new employees’
training needs
Performance Analysis:
Assessing current employees’
training needs
Training Needs
Analysis

Sources of Training
Needs Assessment
Figure 9–5

Elements of Training Design
Figure 9–6

Learning: The Focus of Training
• Learner Readiness
 Ability to learn
 Learners must possess basic skills (3Rs)
 Motivation to learn
 Learners must desire and value training
 Self-efficacy
 Learners must believe that
they can successfully learn
the training content

Learning: Types of Training
Developmental and
Innovative Training
Required and
Regular Training
Job/Technical
Training
Interpersonal and
Problem-Solving
Training
Types of
Training

TABLE 8–1 Sample Task Analysis Record Form

FIGURE 8–2 Example of Competency Model for Human Resource Manager

Performance Analysis:
Assessing Current Employees’ Training Needs
Performance Appraisals
Job-Related Performance
Data
Observations
Interviews
Assessment Center
Results
Individual Diaries
Attitude Surveys
Tests
Methods
for Identifying
Training Needs
Specialized Software
Can’t-do or Won’t-do?

• Develop a training programme for sales executive
• Use detailed job description
• Develop a task analysis record form
• Tasks, performance standards, Trainable skills, aptitude
required
• Develop job instruction sheet
• Compile training program

Training Methods
• On-the-Job Training
• Apprenticeship Training
• Informal Learning
• Job Instruction Training
• Lectures
• Programmed Learning
• Audiovisual-Based Training
• Vestibule Training
• Teletraining and
Videoconferencing
• Electronic Performance
Support Systems (EPSS)
• Computer-Based Training
(CBT)
• Simulated Learning
• Internet-Based Training
• Learning Portals

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

On-the-Job Training
1
Follow up
Present the operation
Steps to Help Ensure OJT Success
Prepare the learner
Do a tryout
2
3
4

FIGURE 8–3 Some Popular Apprenticeships
The U.S. Department of Labor’s Registered Apprenticeship program
offers access to 1,000 career areas, including the following top
occupations:
• Able seaman
• Carpenter
• Chef
• Child care development specialist
• Construction craft laborer
• Dental assistant
• Electrician
• Elevator constructor
• Fire medic
• Law enforcement agent
• Over-the-road truck driver
• Pipefitter

FIGURE 8–4 Job Instruction Training at UPS

Delivering Effective Lectures
• Don’t start out on the wrong foot.
• Give your listeners signals.
• Be alert to your audience.
• Maintain eye contact with audience.
• Make sure everyone in the room can hear.
• Control your hands.
• Talk from notes rather than from a script.
• Break a long talk into a series of five-minute talks.
• Practice and rehearse your presentation.

Programmed Learning
• Advantages
 Reduced training time
 Self-paced learning
 Immediate feedback
 Reduced risk of error for learner
Presenting
questions, facts,
or problems to
the learner
Allowing the
person to
respond
Providing
feedback on
the accuracy
of answers

Intelligent Tutoring Systems
• Advantages
 Reduced learning time
 Cost effectiveness
 Instructional consistency
• Types of Programmed Learning
 Interactive multimedia training
 Virtual reality training
 Virtual classroom

TABLE 8–2 Names of Various Computer-Based Training Techniques
PI Computer-based programmed instruction
CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation

Internet-Based Training
Teletraining and Videoconferencing
Electronic Performance Support
Systems (EPSS)
Computer-Based Training
E-learning and learning portals
Distance
Learning
Methods

FIGURE 8–5 Partial List of E-Learning Vendors

Health care, Lighting and
Consumer lifestyle products
Yashwant Mahadik in 2015 –
Senior VP Global head HR Business Transformation, IT &
Operations
To ensure the company’s new focus on entrepreneurism
and customer-centricity prevailed, - revamp Philips’
learning technology platform- media-enabled platform.

• sales reps told him they preferred to learn via short
videos and podcasts that gave tips on how to make an
effective sales call or close a sale.
• “That’s about the time they typically have while waiting in
a client’s lobby before meeting with them,” he said
• MOOC
• Because the learning function serves roughly 114,000
people in more than 100 countries, Mahadik said the key
to success is to focus on building “a standardized global
approach with local relevance.”
• India and China- employees prefer to learn via one-on-
one coaching

Lifelong Learning and
Literacy Training Techniques
Provide employees with
lifelong educational and
learning opportunities
Instituting basic skills
and literacy programs
Employer Responses to
Employee Learning Needs

Creating Your Own Training Program
1
2
3
4
Creating a Training Program
Use a detailed job description
Set training objectives
Develop an abbreviated
task analysis record form
Develop a job instruction sheet
5 Compile training program for the job

Succession Planning
1
Begin management development
Review firm’s management skills inventory
Steps in the Succession Planning Process
Anticipate management needs
Create replacement charts
2
3
4

Implementing Management
Development Programs
Assessing the
company’s strategic
needs
Developing the
managers and
future managers
Long-Term Focus of
Management Development
Appraising
managers’ current
performance

Management Development Techniques
Job
rotation
Coaching and
understudy
Managerial On-the-Job Training
Action
learning

University-related programs
Management games
Off-the-Job Management Training
and Development Techniques
The case study method
Outside seminars
Executive coaches
Behavior modeling
Role playing
Corporate universities
Other Management Training Techniques

FIGURE 8–6 Typical Role in a Role-Playing Exercise
Walt Marshall—Supervisor of Repair Crew
You are the head of a crew of telephone maintenance workers, each of
whom drives a small service truck to and from the various jobs. Every so
often you get a new truck to exchange for an old one, and you have the
problem of deciding which of your crew members you should give the new
truck. Often there are hard feelings, since each seems to feel entitled to the
new truck, so you have a tough time being fair. As a matter of fact, it usually
turns out that whatever you decide is considered wrong by most of the crew.
You now have to face the issue again because a new truck has just been
allocated to you for assignment.
In order to handle this problem you have decided to put the decision up to
the crew. You will tell them about the new truck and will put the problem in
terms of what would be the fairest way to assign the truck. Do not take a
position yourself, because you want to do what they think is most fair.

Behavior Modeling
1
Encourage transfer of training to job
Have trainees role play using behaviors
Behavior Modeling Training
Model the effective behaviors
Provide social reinforcement and feedback
2
3
4

Balancing Costs and Benefits of Training
Figure 9–12

Training Evaluation (cont’d)
• Cost-Benefit Analyses
 Comparison of costs and benefits associated with training
• Return on Investment
• Benchmarking Training

Levels of Training Evaluation-Kirkpatrick’s model
Figure 9–11

Evaluation Designs
Post-Measure
Pre-/Post-
Measure
Pre-/Post-
Measure with
Control Group
Evaluation
Design

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

FIGURE 8–7 Using a Time Series Graph to Assess a Training Program’s Effects

FIGURE 8–8
A Sample Training
Evaluation Form

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