Training and Developing Employees

Training and Developing Employees
Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
2014 Cengage Learning India Pvt Ltd.

All rights reserved.
TRAINING-CONCEPT
A means of providing flexibility in action through
understanding ,confidence,inventiveness,initiative
and ability to make decisions, respect for the
contribution of others and readiness to collaborate
with them
Induce a desirable change in the individual
concerned to respect the contribution of others
and to collaborate with them
Training and Development

Training
A planned attempt by an organization to facilitate
employee learning of job-related knowledge, skills,

and behaviors.
Development
Teaching managers and professionals the skills
needed for both present and future jobs


Learning, Training, Development and Education

Compariso Learning
Training
Development
Education (Formal)
n factor
Focus
On values, attitudes, On knowledge, On

innovation
Clarity
Objective
and skills,
ability potential
outcome
and
accomplishment
performance
of Can be vague and Can

difficult to identify
Time Scale Continuous

individual On
job future
structured
and development
role
of
in individual
workplace
be Stated
in Stated
in
general
specified clearly general terms
terms
Short Term
Specified period
Long Term


Compariso Learning
Training
Development
n factor
Education
(Formal)
Outcomes Individuals
learn Skilled
of process how to learn and performance

create
solutions
Improved
of solving
problem External
decision specified
own tasks which make making,

up job
outcomes
intrapersonal/
interpersonal
competence
Process of Continuous
Evaluation against Evaluation of skills Evaluation
evaluation evaluation
specific
performance
job and effectiveness
in
terms of pass/
fail levels
standards



Compariso Learning
Training
Development
Education (Formal)
n factor
Role
of To facilitate and guide To
instruct, Guide, instruct, Acts as an expert,
profession
demonstrate
coach, counsel instruct, facilitate and
al trainer
&guide
and mentor
guide
to
learning
resources
Payback to Immediate
and Almost
Medium to long Long term
organizatio ongoing
immediately
terms of skilled terms

performance
in term payback in
of
increased
potential


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
87
The Orientation Process

Company
Organization and
Operations
Employee Benefit
Information
Personnel
Policies
Daily
Routine

Employee
Orientation
Safety Measures
and Regulations
Facilities
Tour
88
BENEFITS
DIRECTLY RELATES TO EFFECTIVE UTILIZATION OF
MATERIAL & FUNCTIONAL RESOURCES
DEVELOPES PRODUCTIVE WORK HABITS,IMPROVES
JOB PERFORMANCE
REDUCES COST OF OPERATIONS
PREPARES INDIVIDUALS FOR MODIFIED JOBS
AVOIDS ABSENTEEISM/LABOR TURNOVER,
ACCIDENTS
IMPROVES MORALE AND LOYALITY TO COMPANY.
SELF RELIANCE,DIGNITY,SELF ESTEEM AND CAREER
GROWTH
GOOD ORG. CULTURE & IR,LESS GRIEVENCES.
PRINCIPLES OF
TRG.&DEVELOPEMENT
IT IS A SELF DEVELOPMENT
PROCESS.EMPLOYEES CAN ONLY BE
PROVIDED OPPORTUNITY
SHOULD REACH ALL LEVELS
ORG. POLICY MUST BE BROAD BASED
PROVIDE ENCOURAGEMENT TO INSTILL DRIVE
IN EMPLOYEES
TRAINING EVALUATION MUST BE BUILT UP

The Training & Development Process

The Five-Step Training and Development Process
1
Needs analysis
Instructional design
Validation
Implement the program
Evaluation

811
Analyzing Training Needs

Training Needs
Analysis
Task Analysis:
Assessing New Employees
Training Needs

Performance Analysis:
Assessing Current Employees
Training Needs
812
TABLE 81
Task
Analysis
Record
Form
Note: Task analysis record

form showing some of the
tasks and subtasks
performed by a printing
press operator.

813
Assessing Current Employees Training Needs
Assessment Center
Results
Individual Diaries
Attitude Surveys
Tests

Performance Appraisals
Methods for
Identifying
Training
Needs
Job-Related
Performance Data
Observations
Interviews
814
Training Methods
On-the-Job Training
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual Training
Simulated Training (also Vestibule Training)
Computer-Based Training (CBT)
Electronic Performance Support Systems (EPSS)
Distance and Internet-Based Training

815
Training Methods (continued)

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
816
Programmed Learning
Presenting
questions, facts,
or problems to
the learner
Allowing the
person to
respond
Providing
feedback on the
accuracy of
answers
Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner
817
Computer-Based Training (CBT)

Advantages
Reduced learning time
Cost-effectiveness
Instructional consistency
Types of CBT
Interactive multimedia training
Virtual reality training

818
Distance and Internet-Based Training
Teletraining
Videoconferencing
Distance Learning
Methods
Internet-Based Training
E-Learning and
Learning Portals

819
MANAGEMENT DEVELOPMENT
Scientific training process for managers &
executives
Develop conceptual skills
Large number of institutes
A continuous process
Vehicle for attitudinal change
Stimulant to higher competencies
Self development process
A deficiency remover
Management Development (continued)

Managerial
On-the-Job
Training
Job
Rotation

Coaching/
Understudy
Approach
Action
Learning
821
Management Development (continued)

Off-the-Job Management Training
and Development Techniques
The Case Study Method
Role Playing
Management Games
Behavior Modeling
Outside Seminars
Corporate Universities
University-Related Programs
Executive Coaches

822
TECHNIQUES OF MANAGEMENT
DEVELOPMENT
Job rotation
Exposure to many areas. Skill transfer important
input
Putting on special projects or committees
Job enrichment
Job enlargement
Review & counseling
Management games & outside seminars
Professional associations & corporate universities
Managing Organizational Change

and Development
What to Change
Strategy
Culture

Structure
Technologies
Employees
824
Managing Organizational Change

and Development (continued)
Overcoming Resistance to Change:
Lewins Change Process
1
Unfreezing
Moving
Refreezing

825
How to Lead the Change

Unfreezing Phase
Establish a sense of urgency (need for change).
Mobilize commitment to solving problems.
Moving Phase
Create a guiding coalition.
Develop and communicate a shared vision.
Help employees to make the change.
Consolidate gains and produce more change.
Refreezing Phase
Reinforce new ways of doing things.
Monitor and assess progress.

826
EVALUATION OF TRAINING
REACTION OF TRAINEES
LEARNING BY THE TRAINEE
BEHAVIOURAL CHANGE
RESULT AND OUTCOME

FIGURE 86
Using a Time
Series Graph
to Assess a
Training
Programs
Effects

828
FIGURE 87
A Sample Training
Evaluation Form
Source:
www.opm.gov/employment_and_benefits/worklife/.

829

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Training and Developing Employees

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

2014 Cengage Learning India Pvt Ltd.

Training and Development

employee learning of job-related knowledge, skills,

needed for both present and future jobs

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

2014 Cengage Learning India Pvt Ltd.

Learning, Training, Development and Education

On values, attitudes, On knowledge, On

of Can be vague and Can

Time Scale Continuous

specified clearly general terms

2014 Cengage Learning India Pvt Ltd.

Learning, Training, Development and Education

of process how to learn and performance

own tasks which make making,

Evaluation against Evaluation of skills Evaluation

job and effectiveness

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

2014 Cengage Learning India Pvt Ltd.

Learning, Training, Development and Education

of To facilitate and guide To

instruct, Guide, instruct, Acts as an expert,

coach, counsel instruct, facilitate and

Medium to long Long term

terms of skilled terms

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

2014 Cengage Learning India Pvt Ltd.

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

The Orientation Process

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

The Training & Development Process

Implement the program

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Analyzing Training Needs

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Note: Task analysis record

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Assessing Current Employees Training Needs

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Training Methods (continued)

by actually doing the job.

Types of On-the-Job Training

Computer-Based Training (CBT)

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Distance and Internet-Based Training

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Management Development (continued)

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Management Development (continued)

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Managing Organizational Change

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Managing Organizational Change

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

How to Lead the Change

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd