HUMAN RESOURCE

MANAGEMENT
Meeting 5
Training and Development
Training and Development

Training is a planned effort by a company to

facilitate the learning of employees.

Development refers to formal education, job

experiences, relationships and assessment of
personality and abilities that help employees
prepare for the future.
Training and Development Comparison

Training Development
Focus Current Future

Use of work Low High

experience

Goal Preparation for Preparation for

current job changes

Participation Required Voluntary

 Training can..
• Prepare employees to accept and work more effectively
with each other, particularly with minorities and women.
• Increase employees’ knowledge of foreign competitors
and cultures.
• Help ensure that employees have skills to work with new
technology.
Designing Effective Training Activities
The Training Process
1. Needs Assessment
• Organizational Analysis
• Person Analysis
• Task Analysis

2. Ensuring Employees’ readiness for Training

• Attitudes and Motivation
• Basic Skills

3. Creating a Learning Environment

• Identification of learning objectives and training
outcomes
• Meaningful material
• Practice
• Feedback
• Observation of others
• Administering and coordinating program
1. Needs Assesment: Organizational
Analysis

Company’s
Strategic Direction

Available Training
Resources

Support-
Manager and Peers

7-6
1. Needs Assesment: Person Analysis
1. Person characteristics
 Ability and skill
 Attitudes and motivation

2. Input
 Understand what, how, when to perform
 Necessary resources (equipment, etc.)
 Interference from other job demands
 Opportunity to perform

3. Output
 Expectations for learning performance

4. Consequences
 Positive consequences/incentives to perform
 Few negative consequences to perform

5. Feedback
 Frequent and specific feedback about how the job is performed
Designing Effective Training Activities
The Training Process
1. Needs Assessment
• Organizational Analysis
• Person Analysis
• Task Analysis

2. Ensuring Employees’ readiness for Training

• Attitudes and Motivation
• Basic Skills

3. Creating a Learning Environment

• Identification of learning objectives and training
outcomes
• Meaningful material
• Practice
• Feedback
• Observation of others
• Administering and coordinating program
2. Ensuring Employees’
Readiness for Training
Motivation to learn is the desire of the trainee to learn
the content of the training program

Self-efficacy is the employees' belief that they can

successfully learn the content of the training program.
2. Ensuring Employees’
Readiness for Training
How to increase self-efficacy level:

Provide
feedback 
Know the Provide learning is
Show example
purpose of information under their
of peers’
training  regarding the control, and
training
Improve training they have
success
perforamnce program ability to
overcome
difficulties
Designing Effective Training Activities
The Training Process
1. Needs Assessment
• Organizational Analysis
• Person Analysis
• Task Analysis

2. Ensuring Employees’ readiness for Training

• Attitudes and Motivation
• Basic Skills

3. Creating a Learning Environment

• Identification of learning objectives and training
outcomes
• Meaningful material
• Practice
• Feedback
• Observation of others
• Administering and coordinating program
3. Creating a Learning
Environment
The 7 Conditions for learning:

1. Need to know why they should learn.

2. Meaningful training content.
3. Opportunities to practice.
4. Feedback.
5. Observe experience and interact with others
6. Good program coordination and administration
7. Commit training content to memory
Designing Effective Training Activities

The Training Process

4. Ensuring Transfer of Training
• Self-management strategies
• Peer and manager support

5. Selecting Training Methods

• Presentational Methods
• Hands-on Methods
• Group Methods

6. Evaluating Training Programs

• Identification of training outcomes and evaluation
design.
• Cost-benefit analysis
4. Ensuring Transfer of Training

Opportunity to use Technological

learned capability Support

Transfer
of
Training
Self-management Manager support
skills

Peer Support
Designing Effective Training Activities

The Training Process

4. Ensuring Transfer of Training
• Self-management strategies
• Peer and manager support

5. Selecting Training Methods

• Presentational Methods
• Hands-on Methods
• Group Methods

6. Evaluating Training Programs

• Identification of training outcomes and evaluation
design.
• Cost-benefit analysis
5. Selecting Training Methods

Presentation Methods
E.g. In class training, Audio visual
techniques

Hands-on Methods
E.g. On-the-job training, simulations
Designing Effective Training Activities

The Training Process

4. Ensuring Transfer of Training
• Self-management strategies
• Peer and manager support

5. Selecting Training Methods

• Presentational Methods
• Hands-on Methods
• Group Methods

6. Evaluating Training Programs

• Identification of training outcomes and evaluation
design.
• Cost-benefit analysis
6. Evaluating Training Programs
OUTCOME WHAT IS MEASURED HOW MEASURED

Cognitive •Pencil and paper tests

Outcomes Acquisition of Knowledge
•Work sample

Skill-based •Behavior •Observation

Outcomes •Skills
•Work sample
•Ratings

•Motivation •Interviews
Affective •Focus groups
•Reaction to Program
Outcomes •Attitudes •Attitude surveys

•Observation
•Company Payoff
Results •Data from information system
or performance records

•Economic value of •Identification& cost

ROI Training comparison& program benefits
Evaluation Designs

Pretest/Posttest Posttest Only

with comparison
group

Posttest only with

comparison
group

Pretest/Posttest Time Series

Development
 Job Experiences Used for Career
Development
Vertical
Assignments
Promotion
Lateral Moves

Transfer
Enlargement of (lateral move)
Job
current job
Rotation
experiences
(lateral move)
Temporary
assignments,
Downward projects &
move volunteer work
Temporary Assignments
Externship refers to a company allowing
employees to take a full-time operational role
at another company.

A sabbatical is a leave of absence from the

company to renew or develop skills.
Coaching
A coach is a peer or manager who works
with an employee to:
 motivate
 develop skills
 provide reinforcement and feedback

3 roles a coach can play:

1. one-on-one
2. help employee learn
3. provide resources such as mentors,
courses or job experiences
Benefits of Mentoring Relationships
Career Support
 Coach, protect, sponsors and provide challenging
assignments, exposure and visibility.

Psychological support
 Serve as a friend and role model, provide positive regard and
acceptance and create an outlet for a protégé to share
anxieties and fears.

Group Mentoring Program

 A program pairing a successful senior employees with a less
experienced protégés.
 Career Management Process

Action
planning
Identify
needs
realistic to Identify
Goal
develop steps&
Identify Setting timetable to
opportunities to reach goals
improve Reality
Identify goals
Check & methods to
Self- determine
assessment progress