Chapter 8
Training and Developing
Employees
Purpose of Orientation
Orientation Helps New
Employees
Feel Welcome
and At Ease
8–2
Understand
the
Organization
Know What Is
Expected in
Work and
Behavior
Begin the
Socialization
Process
The Orientation Process
Company Organization
and Operations
Employee Benefit
Information
Personnel
Policies
Daily
Routine
8–3
Employee
Orientation
Safety Measures
and Regulations
Facilities
Tour
The Training Process
• Training
– The process of teaching new employees the basic
skills they need to perform their jobs.
• Training’s Strategic Context
– The firm’s training programs must make sense in
terms of the company’s strategic goals.
• Performance Management
– Taking an integrated, goal-oriented approach to
assigning, training, assessing, and rewarding
employees’ performance.
8–4
The Training Process (cont’d)
The Five-Step Training and Development Process
8–5
1
Needs analysis
2
Instructional design
3
Validation
4
Implement the program
5
Evaluation
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.
8–6
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.
8–7
Motivation Principles for Trainers
• People learn best by doing—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—the learning curve
goes down late in the day; less than full day
training is most effective.
8–8
Analyzing Training Needs
Training Needs
Analysis
Task Analysis:
Assessing New Employees’ Training
Needs
8–9
Performance Analysis: Assessing
Current Employees’ Training Needs
Assessing Current Employees’ Training Needs
Assessment Center Results
Individual Diaries
Attitude Surveys
Tests
8–10
Performance Appraisals
Methods for
Identifying
Training
Needs
Job-Related Performance
Data
Observations
Interviews
Training Methods
•
•
•
•
•
•
•
•
•
•
•
8–11
On-the-Job Training
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual Training
Simulated Training
Computer-Based Training (CBT)
Electronic Performance Support Systems (EPSS)
Distance and Internet-Based Training
Training Methods (cont’d)
• 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
8–12
Programmed Learning
Presenting
questions, facts, or
problems to the
learner
Allowing the
person to respond
Providing feedback
on the accuracy of
answers
• Advantages
–
–
–
–
8–13
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner
Computer-Based Training (CBT)
• Advantages
– Reduced learning time
– Cost-effectiveness
– Instructional consistency
• Types of CBT
– Interactive multimedia training
– Virtual reality training
8–14
Distance and Internet-Based Training
Teletraining
Videoconferencing
Distance Learning
Methods
Internet-Based Training
E-Learning and Learning
Portals
8–15
Management Development
Long-Term Focus
of Management
Development
Assessing the
company’s
strategic needs
8–16
Appraising
managers’
current
performance
Developing the
managers and
future managers
Succession Planning
Steps in the Succession Planning Process
8–17
1
Anticipate management needs
2
Review firm’s management skills inventory
3
Create replacement charts
4
Begin management development
Management Development (cont’d)
Managerial
On-the-Job
Training
Job
Rotation
8–18
Coaching/
Understudy
Approach
Action
Learning
Management Development (cont’d)
Off-the-Job Management Training
and Development Techniques
8–19
The Case Study Method
Role Playing
Management Games
Behavior Modeling
Outside Seminars
Corporate Universities
University-Related Programs
Executive Coaches
Managing Organizational
Change and Development
What to Change
Strategy
8–20
Culture
Structure
Technologies
Employees
Managing Organizational
Change and Development
(cont’d)
The Human Resource
Manager’s Role
Overcoming
resistance to
change
8–21
Organizing and
leading
organizational
change
Effectively using
organizational
development
practices
How to Lead the Change: Lewin’s
Process
• 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.
8–22
Using Organizational Development
Organizational Development (OD)
8–23
1
Usually involves action research.
2
Applies behavioral science knowledge.
3
Changes the organization in a particular direction.
Using Organizational Development
TABLE 8–3
Examples of OD Interventions
Human Process Applications
T-groups (Sensitivity Training)
Goal setting
Process consultation
Performance appraisal
Third-party intervention
Reward systems
Team building
Career planning and development
Organizational confrontation meeting
Managing workforce diversity
Survey research
Employee wellness
Technostructural Interventions
Strategic OD Applications
Formal structural change
Integrated strategic management
Differentiation and integration
Culture change
Cooperative union–management
projects
Strategic change
Quality circles
Total quality management
8–24
HRM Applications
Work design
Self-designing organizations
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 achieved as a result of the training
8–25
FIGURE 8–5
Using a Time
Series Graph to
Assess a
Training
Program’s
Effects
8–26
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