Training and Developing

Employees

Objectives
1. Describe the basic training
process.

2. Describe and illustrate how you

would go about identifying
training requirements.

3. Explain training methods.

Orienting Employees

Employee orientation

A procedure for providing new employees with

basic background information about the firm.

Orientation content

Information on employee benefits

Personnel policies
The daily routine
Company organization and operations
Safety measures and regulations
Facilities tour
Key jobs and responsibilities

Orienting Employees (contd)

A successful orientation should accomplish

four things for new employees:
Make them feel welcome and at ease.
Help them understand the organization
in a broad sense.
Make clear to them what is expected in
terms of work and behavior.
Help them begin the process of
becoming socialized into the firms ways
of acting and doing things.

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

Key jobs and responsibilities

Induction Process

Induction is the process of initiation into a new

job or company by which a new employee learns
about and becomes part of an organization.
Induction ranges from formal orientation
programs to informal familiarization and social
events.
It aims to help employee to understand
company's expectations and convey what he or
she can expect from the job and the company.
It encourages the development of loyalty and
enthusiasm towards the company and gain
employee commitment.

The Training Process

Training

The process of teaching employees the

basic skills they need to perform their
jobs.

The Scope of Training

Training

Effort initiated by an organization to foster

learning among its members.
Tends to be narrowly focused and oriented
toward short-term performance concerns.

Development

Effort that is oriented more toward

broadening an individuals skills, personality,
attitude for the future responsibilities.

Training vs. executive development

T r a in in g

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
.

Reasons For Training

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

How does training and

development affect an
organization?

Increased quality or quantity of work

performance.
Increase Knowledge, skills and attitudes.
Increase job satisfaction in organization
Increase work effectiveness
Increase efficiency and productivity.

Cont.

Decrease accidents
Decrease cost of management
Decrease absenteeism and turnover rates.
Foster good culture and climate.
Increase competitive advantageous.

The Training and Development

Process

Needs analysis

Instructional design

Presenting (trying out) the training to a small

representative audience.

Implement the program

Produce the training program content, including workbooks,

exercises, and activities.

Validation

Identify job performance skills needed, assess prospective

trainees skills, and develop objectives .

Actually training the targeted employee group.

Evaluation

Assesses the programs successes or failures .

Systems Model of Training

Make the Training

Meaningful

At the start of training, provide a birds-eye

view of the material to be presented to
facilitates learning.

Use a variety of familiar examples.

Organize the information so you can present it

logically, and in meaningful units.

Use terms and concepts that are already

familiar to trainees.

Use as many visual aids as possible.

Make Skills Transfer Easy

Maximize the similarity between the training

situation and the work situation.

Provide adequate practice.

Label or identify each feature of the machine and/or

step in the process.

Direct the trainees attention to important aspects of

the job.

Provide heads-up preparatory information that lets

trainees know they might happen back on the job.

Motivate the Learner

People learn best by doing so provide as much

realistic practice as possible.

Trainees learn best when the trainers immediately

reinforce correct responses

Trainees learn best at their own pace.

Create a perceived training need in the trainees

minds.

The schedule is important too: The learning curve

goes down late in the day, less than full day training
is most effective.

Analyzing Training Needs

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

On-the-job training (OJT)

OJT methods

Having a person learn a job by actually doing the

job.
Coaching or understudy
Job rotation
Special assignments

Advantages

Inexpensive
Immediate feedback

Off the Job Training Methods

Apprenticeship training

A structured process by which people

become skilled workers through a
combination of classroom instruction and
on-the-job training.

Job instruction training (JIT)

Listing each jobs basic tasks, along with

key points, in order to provide step-by-step
training for employees.

Off the Job Training Methods

Effective lectures

Use signals to help listeners follow your ideas.

Dont start out on the wrong foot.

Keep your conclusions short.

Be alert to your audience.

Maintain eye contact with the trainees.

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.

Training Methods (contd)

Simulated training (occasionally

called vestibule training)

Training employees on special off-thejob equipment so training costs and

hazards can be reduced.
Computer-based training (CBT)
Learning portals

Computer-based Training (CBT)

Advantages

Reduced learning time

Cost-effectiveness
Instructional consistency

Types of CBT

Intelligent Tutoring systems

Interactive multimedia training
Virtual reality training

Distance and Internet-Based Training

Teletraining

Videoconferencing

A trainer in a central location teaches groups of

employees at remote locations via TV hookups.
Interactively training employees who are
geographically separated from each otheror
from the trainervia a combination of audio
and visual equipment.

Training via the Internet

Using the Internet or proprietary internal

intranets to facilitate computer-based training.

What Is Management Development?

Management development

Any attempt to improve current or future

management performance by imparting
knowledge, changing attitudes, or
increasing skills.

Succession planning

A process through which senior-level

openings are planned for and eventually
filled.

Anticipate management needs

Review firms management skills inventory
Create replacement charts
Begin management development

Methods/techniques
Various methods are employed to develop managerial skills and knowledge,
such as:

Methods of executive development

1 . D e c i s io n - m a k in g s k ills

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

Moving a trainee from department to department to

broaden his or her experience and identify strong and
weak points.
The trainee works directly with a senior manager or with
the person he or she is to replace; the latter is
responsible for the trainees coaching.

Action learning

Management trainees are allowed to work full-time

analyzing and solving problems in different departments.

Off-the-Job Management Training

and Development Techniques
Case study method

Management game

Managers are presented with a description of

an organizational problem to diagnose and
solve.
Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.

Outside seminars

Many companies and universities offer Webbased and traditional management

development seminars and conferences.

Off-the-Job Management Training

and Development Techniques
(contd)
Role
playing

Creating a realistic situation in which

trainees assume the roles of persons in
that situation.

Behavior modeling

Modeling: showing trainees the right (or

model) way of doing something.
Role playing: having trainees practice that
way
Social reinforcement: giving feedback on
the trainees performance.
Transfer of learning: Encouraging trainees

Off-the-Job Management Training

and Development Techniques
Corporate
(contd) universities

Provides a means for conveniently coordinating

all the companys training efforts and delivering
Web-based modules that cover topics from
strategic management to mentoring.

In-house development centers

A company-based method for exposing

prospective managers to realistic exercises to
develop improved management skills.

Evaluating the Training Effort

Designing the study

Time series design

Controlled experimentation

Training effects to measure

Reaction of trainees to the program

Learning that actually took place

Behavior that changed on the job

Results that were achieved as a result of the training

Figure 9.4 Four Levels of Training

Evaluation

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

Checking to see whether they actually

learned anything.

Testing knowledge and skills before beginning

a training program gives a baseline standard
on trainees that can be measured again after
training to determine improvement.
However, in addition to testing trainees, test
employees who did not attend the training to
estimate the differential effect of the training.

Criterion 3: Behavior

Transfer of Training

Effective application of principles

learned to what is required on the job.

Maximizing the Transfer of Training

1.
2.
3.
4.

Feature identical elements

Focus on general principles
Establish a climate for transfer.
Give employees transfer strategies

Criterion 4: Results or Return

on Investment (ROI)

Utility of Training Programs.

Calculating the benefits derived from training:

How much did quality improve because of the
training program?
How much has it contributed to profits?
What reduction in turnover and wasted materials
did the company get after training?
How much has productivity increased and by how
much have costs been reduced?

Criterion 4: Results or Return

on
Investment
(ROI)
Return on Investment

Viewing training in terms of the extent to

which it provides knowledge and skills that
create a competitive advantage and a culture
that is ready for continuous change.
ROI = Results/Training Costs

If the ROI ratio is >1, the benefits of the training

exceed the cost of the program
If the ROI ratio is <1, the costs of the training
exceed the benefits.

A Sample Training Evaluation Form

Source: www.opm.gov/wrkfam/.