A Framework for Human Resource

Management,
4th ed.
Gary Dessler
2006 Prentice Hall

Training and Developing

Employees
Ch 5

2006 Prentice Hall

When you finish studying this chapter,

you should be able to:
Describe the basic training process.
Discuss at least two techniques used for
assessing training needs.
Explain the pros and cons of at least five
training techniques.
Explain what management development is
and why it is important.
Describe the main development techniques.

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Orienting Employees
Employee orientation provides new
employees with the basic background
information they
need to perform
their jobs
satisfactorily

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Orienting Employees
Covers
employee benefits
personnel policies
the employees daily routine
company organization and operations
safety measures and regulations

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Orienting Employees
The new employee should:
feel welcome
understand the organization in a broad
sense
be clear about what the firm expects in
terms of work and behavior
begin the process of socialization

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Orienting Employees
Socialization - process of instilling in
employees the prevailing standards
that are expected by the organization

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Training Process
Methods used to give
new or present
employees the skills
they need to perform
their jobs

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Training Process
Team-building
Decision-making
Communication skills
Computer skills

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Performance Management
Process employers use to make sure
employees are working toward
organizational goals

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Training and Development Process

Needs Analysis
Instructional Design
Validation
Implementation

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Training Needs Analysis

First step Determine what training is
required
skills gapping

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Training Needs Analysis

Task analysis - detailed study of the job
to determine what specific skills are
required

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Training Needs Analysis

Performance analysis - verifying that
there is a significant performance
deficiency and determining whether
that deficiency should be rectified
through training

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Identifying Training Needs

Performance
reviews
Job-related
performance data
Attitude surveys
Employee daily
diaries
Assessment
centers

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Observation by
supervisors
Interviews with the
employee
Tests
Role plays and case
studies

Performance Analysis
Distinguishing between cant do and
wont do problems is the heart of
performance analysis

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Training Objectives
Description of a performance you want
learners to be able to exhibit before
you consider them competent

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Training Techniques
On-the-Job Training
Informal Learning
Apprenticeship
Training
Simulated Training

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Audiovisual and
Distance Learning
Techniques
Teletraining
Computer-Based
Training

On-the-Job Training
Coaching or understudy method
Job rotation - an employee moves
from job to job at planned intervals

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Informal Learning
80% of learning by employees is by
performing their jobs on a daily basis
in collaboration with their colleagues

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Apprenticeship Training
Individuals become skilled workers
through a combination of classroom
instruction and on-the-job training

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Simulated Training
Learn on the actual or simulated
equipment they
will use on the job
but receive their
training off the job

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Audiovisual and Distance Learning

Techniques
Tele-training - trainer in a central
location can train groups of
employees at remote locations via
television hookups

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Audiovisual and Distance Learning

Techniques
Videoconference Distance Learning - a
means of joining two or more distant
groups using a combination of audio
and visual equipment

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Computer-Based Training
Trainee uses a computer based
system to interactively increase his
knowledge or skills
Intelligent tutoring systems
Interactive multi-media training

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Learning Portals
Firms employees are able to access
all the corporate applications they
need to use
Get the tools they need to analyze data
inside and outside the company
See the customized content they need,
like industry news and competitive
data

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Improving E-based Learning

Manager should keep in mind that
trainees are slower taking online
exams
Make sure trainee can make use of the
extra control that Web-based learning
should provide

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www.digitalthink.com
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Training for Special Purposes

Literacy Training Techniques
Values Training
Diversity Training
Training for Teamwork and
Empowerment

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Managerial Development and Training

Attempt to improve managerial
performance by imparting knowledge,
changing attitudes, or increasing skills

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Management Development
Process
Assess the companys needs
Appraise the managers performance
Develop the managers themselves

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Managerial On-the-Job Training

Techniques include job rotation, the
coaching/understudy approach, and
action learning

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Managerial On-the-Job Training

Job rotation - moving management
trainees from department to department
to broaden their understanding of all
parts of the business

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Action Learning
Letting managers work full time on
real projects, analyzing and solving
problems, usually in departments
other than their own

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The Case Study Method

Presents a trainee with a written
description of an organizational
problem

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Managerial Training
Computerized
management
games
University-Related
Programs

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Outside Seminars
In-House
Development
Centers

Behavior Modeling
Showing trainees the right, or
model, way of doing something
Letting each person practice the
right way to do it
Providing feedback regarding each
trainees performance

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Behavior Modeling
1.
2.
3.
4.

Modeling
Role playing
Social reinforcement
Transfer of training

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Executive Coaches
Outside consultant who questions the
executives boss, peers, and
subordinates to identify strengths and
weaknesses
Counsels the executive

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Organizational Development
Aims to change the attitudes, values,
and beliefs of employees so that the
employees can identify and implement
changes

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Action Research
Gathering data about the organization
and its operations and attitudes, with
an eye toward solving a particular
problem
Feeding back these data to the
employees, and then having them
team-plan solutions to the problems

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Learning Organization
An organization skilled at creating,
acquiring, and transferring knowledge,
and at modifying its behavior to reflect
new knowledge and insights

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Kurt Lewin - Model of Change

Unfreezing - reducing the forces that are
striving to maintain the status quo
Moving - developing new behaviors, values,
and attitudes
Refreezing - building in the reinforcement to
make sure the organization doesnt slide
back into its former ways of doing things

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Evaluating the Training and

Development Effort
Two basic issues:
First - Design of the evaluation study
Second - What training effect to
measure

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Evaluating the Training and

Development Effort
Controlled experimentation is the best
method to use in evaluating a training
program

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Training Effects to Measure

1.
2.
3.
4.

Reaction
Learning
Behavior
Results

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