Chapter 8: Training and Developing Employees
(Employee Orientation, Handbooks, Technology & Engagement)
Onboarding Executives, Employee Handbook, and Orientation Technology
Effective onboarding is not only important for new employees but also for executives, as a
significant number of senior leaders struggle initially to understand how the organization
functions. According to a survey, 69% of new executives reported a poor grasp of
organizational operations as a major challenge. To address this, executive onboarding should
include detailed briefings on the company’s operational plans, key business areas, career
histories of important team members, profiles of key external stakeholders, and guidance on
the firm’s culture and how it achieves results. Proper onboarding ensures that executives can
quickly align with the company’s goals, make informed decisions, and lead their teams
effectively.
The *employee handbook* is a critical tool in the onboarding process, but it must be used
carefully to avoid legal complications. Employers should assume that employees may view the
handbook as a legally binding document, so disclaimers are essential. It should clearly state
that nothing within the handbook creates an employment contract and that all employment is
generally at-will. Policies, benefits, and workplace regulations should not suggest guaranteed
tenure, protection from termination, or rights beyond what the law allows. The content of
handbooks should be flexible, allowing for updates as laws, regulations, and organizational
practices change, particularly regarding labor relations, union activities, and compliance with
Equal Employment Opportunity Commission (EEOC) guidelines.
Modern organizations increasingly use *technology* to make orientation more engaging and
effective. Online modules allow new employees to learn about the company’s mission,
policies, procedures, and organizational structure even before their first day, as seen at the
University of Cincinnati, where employees spend about 45 minutes online completing such
modules. Companies like ION Geophysical use onboarding portals such as RedCarpet, which
include streaming video welcome messages, profiles, and photos of colleagues to help new
employees become familiar with the team. Mobile applications like Workday enable
employees to search company directories, find contact information, and view office locations
on Google Maps. Some organizations use scannable QR codes along workplace tours to
provide interactive information about departments and their roles. Additionally, gamification
techniques, such as awarding points for completing sections of the orientation program, help
keep new employees motivated, engaged, and socially integrated.
Overall, combining structured onboarding for executives, carefully designed employee
handbooks, and the use of modern technology ensures that new employees and leaders are
well-informed, confident, and connected to the organization. This comprehensive approach
improves performance, engagement, and long-term retention by helping employees understand
their roles, the company culture, and the resources available to succeed
Learning Objective 8-2
Designing Onboarding to Improve Employee Engagement
Modern onboarding aims not only to inform, but also to engage employees emotionally.
Onboarding at Toyota (Example)
Toyota’s onboarding focuses on:
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Quality
Teamwork
Personal development
Open communication
Mutual respect
The program lasts about 4 days.
Day 1
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Welcome session
Overview of program
Company structure explanation
HR Vice President explains:
Toyota history and culture (1.5 hours)
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Employee benefits (2 hours)
Managers discuss Toyota’s commitment to quality and teamwork
Day 2
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Focus on:
Mutual respect
Teamwork
Open communication
Training on:
Safety
Environmental issues
Toyota Production System
Day 3 (Partly Shown)
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Communication training:
Making requests
Giving feedback
Emphasis on team-based work
Exam Tip (Very Important)
👉 Effective onboarding improves employee engagement, reduces failure, and helps
employees understand culture, values, and expectations.
If you want next:
•
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Short 5-mark / 10-mark answers
Difference between orientation and onboarding
Bangladesh-based examples
MCQs for exam practice
Toyota Onboarding (Continuation)
Day 4 of Toyota Orientation
On the fourth day, training focuses on:
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Teamwork training
Toyota suggestion system
How teams work together
Team roles and responsibilities
Fire prevention and fire extinguisher training
Safety awareness
By the end of Day 4, new employees should:
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Feel engaged with Toyota’s mission of quality
Understand Toyota’s values of:
Teamwork
Continuous improvement
Problem solving
Key Message
Orientation is more than just introductions.
It is a chance to:
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Teach company values
Share traditions
Build employee engagement
Even if a company does not have a long program like Toyota, managers should still use
onboarding to make employees feel connected to the organization.
Learning Objective 8-3
The Training Process
What is Training?
Training means giving new or current employees the skills and knowledge they need to
perform their jobs properly.
Example:
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Teaching a new salesperson how to sell a product
Training can be:
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One-to-one explanation by a senior employee
Classroom training
Online or Internet-based courses
On average, employers spend about $1,300 per employee per year on training.
Importance of Training
Training is very important because:
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Even talented employees fail without proper training
Untrained employees may:
Do work wrongly
Waste time
Make mistakes
Lack of training can cause:
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Job dissatisfaction
High employee turnover
Example
Coca-Cola UK uses:
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Employee development plans
Training programs
Leadership development
to attract, retain, and engage employees.
Training and the Law
Managers must understand legal issues related to training.
Discrimination Law
According to Title VII of the Civil Rights Act, 1964:
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Employers must not discriminate when selecting employees for training
Discrimination in training is treated the same as discrimination in:
Hiring
Promotion
Negligent Training
Meaning
Negligent training occurs when:
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Employer fails to train employees properly
Employee causes harm to others
Employer becomes legally liable
To Avoid Legal Risk, Employers Should:
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Verify employee skills and experience
Provide proper training (especially for dangerous work)
Evaluate training effectiveness
Ensure training reduces risks
Aligning Strategy and Training
Training must support the company’s business strategy.
Steps:
1.
2.
3.
4.
Identify company strategy
Identify required employee behavior
Identify required skills and knowledge
Design training programs to build these skills
Example: Walgreens
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Changed strategy due to health-care changes
Expanded services:
Flu shots
In-store health clinics
Bought drugstore.com
Required new employee skills
Provided training to support the new strategy
Exam Tip (Very Important)
👉 Training improves performance, reduces risk, supports strategy, and increases
employee engagement.
If you want next:
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Steps of training process (full list)
Short notes for 5 marks
MCQs
Bangladesh-based examples
Strategy Change and Training: Walgreens Example (Continuation)
When Walgreens changed its business strategy, the skills needed by employees also
changed.
So Walgreens had to change its training and HR policies.
Walgreens University
Walgreens created Walgreens University to support its new strategy.
It offers:
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400+ training programs
Skill-building courses for employees
Some courses give college credit in pharmacy-related subjects
Examples:
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Programs to develop assistant store manager skills
Training for nurse practitioners in in-store health clinics to expand medical skills
👉 This shows how training must match company strategy.
Improving Performance: Strategic Context
Supporting AT&T’s Digital Strategy
AT&T wants to move toward a digital future (from cables to cloud).
But many employees were hired years ago for old, non-digital jobs.
AT&T’s Solution: Workforce 2020 Program
AT&T started a large retraining program called Workforce 2020.
It has three main pillars:
1. Skill Needs Identification
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Managers identified:
Skills needed for the digital future
Current skill gaps
Future role profiles for employees
Each profile showed what skills employees must develop
2. Training and Development
AT&T helped employees learn new skills by providing:
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An online career platform
Tools to:
Assess employee skills
Match skills with future jobs
Online courses
Short “nanodegree” programs (e.g. coding)
Access to online college and university degree programs
3. Evaluation of Training
AT&T measured success using four areas:
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4.
Activity – Measuring skill gaps and training participation
Hydraulics – Employees moving into new digital roles
Business Outcomes – Better efficiency and performance
Sentiment – Employee attitudes (e.g. recommending AT&T as a workplace)
Result
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Over 140,000 employees were learning new skills
Existing employees were prepared for new digital jobs
Training supported AT&T’s digital convergence strategy
Learning Point (Very Important)
👉 Strategic success depends on aligning employee skills with business strategy through
training and development.
The ADDIE Five-Step Training Process
To train employees properly, firms should use a systematic training process.
The most popular model is ADDIE.
ADDIE Steps:
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2.
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3.
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4.
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5.
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Analyze
Identify training needs
Find skill gaps
Design
Plan the training program
Decide objectives and methods
Develop
Create training materials
Prepare content
Implement
Conduct training
Use methods like on-the-job, classroom, or online training
Evaluate
Check training effectiveness
Measure performance improvement
Exam Tip (Must Remember)
👉 ADDIE ensures training is planned, effective, and aligned with organizational goals.
If you want next:
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Short notes (5/10 marks)
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MCQs
Bangladesh business examples
Full explanation of each ADDIE step
Analyzing the Training Needs
Before giving training, managers must analyze training needs.
Training needs analysis can focus on:
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2.
Strategic (future) training needs
Current employees’ training needs
1. Strategic Training Needs Analysis
Strategic goals (such as:
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entering new business,
using new technology,
expanding abroad)
mean that the company will need new skills in the future.
Meaning
Strategic training needs analysis identifies the skills employees will need in future jobs.
Example: Signicast Corp.
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Built a new high-tech plant
Machines were computerized
Old skills were not enough
Managers and HR worked together to:
Identify new skill needs
Plan hiring and training programs
👉 This ensures the firm has the right people with the right skills for future plans.
2. Current Employees’ Training Needs Analysis
Most training aims to improve current job performance, especially for:
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New employees
Employees with poor performance
But training is not always the solution.
Sometimes poor performance happens because of:
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Low motivation
Poor supervision
Work environment problems
So managers must analyze carefully.
Task Analysis vs Performance Analysis
Type
Used for
Meaning
Task Analysis
New employees
Identifies what skills are needed to do the job
Performance
Analysis
Current
employees
Finds whether poor performance is due to lack of
training
New Employees: Task Analysis
Meaning of Task Analysis
Task analysis is a detailed study of a job to find:
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Job duties
Required skills and knowledge
Example skills:
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Reading spreadsheets
Operating machines
How Task Analysis Is Done
Managers use:
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Job descriptions
Job specifications
Performance standards
Observation of job
Interviews with supervisors and current jobholders
Sometimes managers use a task analysis record form, which lists:
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Job tasks
Skills or knowledge required
Training needed
👉 Task analysis helps design proper training programs for new employees.
Current Employees: Performance Analysis
Meaning of Performance Analysis
Performance analysis checks:
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Is there a performance problem?
Is training the right solution?
Process
1.
2.
3.
Compare actual performance with expected performance
Identify the cause of poor performance
Decide whether training is needed or not
Examples of Performance Problems
Sales target: 10 contracts per week
Actual: only 6 contracts
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Safety record:
Other plants: 2 accidents per month
Our plant: 5 accidents per month
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👉 If the problem is due to lack of skills, training is needed.
👉 If the problem is due to motivation or discipline, other actions are needed.
Exam Tip (Very Important)
👉 Task analysis is used for new employees, and performance analysis is used for
current employees.
If you want next:
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Full ADDIE steps with examples
5-mark / 10-mark answers
MCQs
Bangladesh company examples
.
Table 8-1: Sample Task Analysis Record Form
What is This Table?
This is a task analysis record form.
It shows how a job is broken into tasks and subtasks, and what skills and conditions are
needed to perform each task.
Purpose
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To identify training needs for new employees
To ensure safe and correct job performance
Main Parts of the Task Analysis Record Form
1. Task List
Lists all tasks and subtasks of a job
Example:
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Operate paper cutter
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Set cutting distance
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Place paper on cutting table
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2. When and How Often Performed
Shows frequency of the task
Example:
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Operate paper cutter 4 times per day
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3. Quality and Quantity of Performance
Shows performance standards
Safety and accuracy level
Example:
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100% accuracy required for safety
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Tolerance of 0.007 inches
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4. Where Best Learned
Indicates the best training method
Example:
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On-the-job training
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Practice first with no distractions
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5. Conditions Under Which Performed
Describes the work environment
Example:
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Noisy press room
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Distractions
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6. Skills or Knowledge Required
Lists required skills
Example:
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Reading gauges
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Correct paper lifting
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Using both hands for safety
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Why Task Analysis Is Important
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Helps trainers design training programs
Improves safety and quality
Reduces errors and accidents
Ensures employees learn step by stepPerformance Appraisal Data (For
Current Employees)
Managers use job-related performance data to see how well employees are doing.
Examples of Data:
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Productivity
Absenteeism and tardiness
Customer complaints
Product quality
Waste and repairs
Late delivery
Grievances
Ways to Identify Employee Performance
Managers can use:
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3.
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5.
6.
7.
Supervisor observation
Interviews with employee or supervisor
Tests (job knowledge, skills, attendance)
Attitude surveys
Employee daily diaries
Assessment center results
Performance analysis software (e.g., Saba Software)
“Can’t Do” vs “Won’t Do” Problems
Key Idea
The heart of performance analysis is to find why performance is poor.
Can’t Do Problem
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Employee lacks skills or knowledge
Solution: Training
Example:
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Employee does not know how to operate a machine
Won’t Do Problem
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Employee has skills but lacks motivation
Solution: Motivation, supervision, discipline
Example:
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Employee knows the job but does not work carefully
Exam Tip (Very Important)
👉 Task analysis identifies training needs for new employees, while performance
analysis finds causes of poor performance in current employees.
If you want:
•
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Short notes for 5 marks
Difference table (Task vs Performance Analysis)
MCQs
Bangladesh industry examples
Just tell me 👍
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“Can’t Do” vs “Won’t Do” Problems (Continuation)
Sometimes poor performance happens because of can’t-do problems, such as:
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Employees do not know:
What to do
Performance standards
Lack of tools or supplies
No job aids (e.g. color-coded wires showing where each wire goes)
Employees were hired without required skills
Training is weak or incomplete
👉 Solution: Training and proper resources.
Sometimes it is a won’t-do problem:
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Employees have skills
But they do not want to perform well
Example reasons:
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Low motivation
Poor incentives
Lack of interest
👉 Important Warning:
The biggest mistake is giving training for problems that training cannot fix.
👉 Solution for won’t-do problems:
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Change incentives
Improve supervision
Motivation and discipline
Competency Profiles and Models in Training and Development
Modern training focuses on competencies.
What is a Competency?
A competency is a combination of:
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Knowledge
Skills
Behavior
needed to perform a job well.
Competency Model (Definition)
A competency model is:
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A diagram or framework
Showing all the competencies needed for a job
Example: ATD Competency Model
The Association for Talent Development (ATD) created a competency model for training
and development professionals.
It includes 10 core competencies, such as:
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Performance improvement
Instructional design
Training delivery
Example Competency: Instructional Design
Means:
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Designing and creating learning programs
Choosing correct methods and technology
Maximizing learning impact
So, training a trainer means ensuring the trainer can demonstrate these competencies after
training.
Competency-Based Training
In competency-based training:
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Training is designed around specific competencies
The goal is to prove mastery
Methods Used:
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Real-world exercises
Teamwork
Classroom training
Online learning
Guidance by a learning coach
Process:
1.
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3.
4.
List required competencies
Set criteria to measure mastery
Give practical tasks (e.g. using spreadsheets)
Evaluate whether competencies are achieved
Designing the Training Program
After training needs analysis, the next step is designing the training program.
Meaning of Design
Design means planning the full training program.
Key Elements of Training Design
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Set training objectives
What employees should do after training
Create training outline
Step-by-step plan from start to finish
Choose delivery method
Lecture
On-the-job training
Online or web-based training
Plan evaluation
How training success will be measured
Get management approval
Verify program design
Training Content Sources
Many firms use:
Ready-made online courses
Offline training materials
from professional training providers.
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Exam Tip (Very Important)
👉 Training should solve skill problems (can’t-do), not motivation problems (won’t-do).
If you want:
•
•
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•
Short 5-mark answers
Difference tables
MCQs
Bangladesh business examples
Just tell me 👍
Designing the Training Program (Continued)
When designing a training program, the manager must plan how to create a learning
environment that:
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Motivates employees to learn
Helps them apply learning on the job
The design stage includes:
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Reviewing training content (workbooks, exercises, activities)
Planning the training budget
Reviewing technology if online or digital tools are used
Setting Learning Objectives
What are Learning Objectives?
Learning objectives clearly state what trainees will be able to do after completing training.
Clients often say:
“We need sales training.”
But the trainer must find the real problem and convert it into specific outcomes.
Characteristics of Good Learning Objectives
Learning objectives should be:
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Clear
Specific
Measurable
Example:
A technical service representative will be able to adjust color settings of an HP printer within
10 minutes according to specifications.
Linking Objectives with Performance Problems
Learning objectives should:
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Focus on performance gaps
Be realistic and practical
Example:
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If sales are 40% below target, objectives should focus on:
Product knowledge
Selling skills
Constraints in Setting Objectives
1. Financial Constraints
Management usually wants to approve the training budget.
Typical training costs include:
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Development cost (HR specialist time)
Trainer’s time (direct and overhead cost)
Trainee wages during training
Evaluation cost
Managers must answer:
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Can we afford it?
Will training improve performance?
Is the benefit greater than the cost?
2. Time Constraints
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Limited time may require:
Reducing learning objectives
Focusing on the most important skills
Creating a Motivational Learning Environment
Effective learning is not just lectures.
Key Idea:
Training works best when the content feels meaningful and important.
Example:
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Traffic violator programs use shocking accident videos to gain attention.
Learning Requires Ability and Motivation
1. Ability
Trainees must have:
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Basic reading
Writing
Math skills
Trainees are not equal in ability.
So managers should ask:
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How will we handle different ability levels?
Do some employees need remedial training?
2. Motivation
Even skilled employees will not learn if they are not motivated.
Training fails when:
Employees feel training is useless
Coworkers make negative comments like:
“Hope you enjoyed your vacation!”
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How to Increase Motivation for Training
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Ensure supervisors support training
Ensure coworkers encourage learning
Get top management visible support, especially for big programs
👉 Support from peers and managers greatly increases training success.
Exam Tip (Very Important)
👉 Effective training design requires clear objectives, cost-benefit analysis, and a
motivational learning environment.
If you want next:
•
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•
Short 5-mark answers
MCQs
Difference between training objectives and outcomes
Bangladesh workplace examples
Just tell me 👍
Creating Motivation in Training
Motivation theories help managers design effective training programs.
Key Motivation Ideas:
Behavior modification theory:
Training should give positive reinforcement (praise, rewards).
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Expectancy theory:
Trainees must believe:
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They can succeed
Training has value for them
Self-efficacy:
Trainees must feel confident in their ability to learn and perform.
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Make the Learning Meaningful
Employees learn better when training is relevant and meaningful.
How to Make Learning Meaningful:
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5.
6.
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7.
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Give an overview of the training and explain why it is important
Use familiar examples
Present information in a logical order
Use simple and familiar terms
Use visual aids (charts, videos)
Create a need to learn:
Managers should explain:
Why the employee is attending
What they are expected to learn
How it will help in the job
Goal setting:
Trainees who set learning goals perform better after training
Make Skill Transfer Easy
Training should help employees use skills on the job.
How to Improve Skill Transfer:
1.
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5.
6.
7.
Make training similar to real work
Provide enough practice
Clearly label machine parts or job steps
Focus attention on important job aspects
Example: Different types of customer calls
Give advance warnings about job stress
Allow trainees to learn at their own pace
Let trainees use new skills during training
Reinforce the Learning
Learning improves with feedback and reinforcement.
How to Reinforce Learning:
1.
2.
3.
Give immediate feedback (e.g. “Well done”)
Avoid long full-day training; short sessions are better
Give follow-up assignments so trainees apply learning at work
Example:
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Hudson Trail Outfitters gives gear rewards for completing training stages.
Ensure Transfer of Learning to the Job
Research shows:
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Less than 35% of trainees apply training on the job after one year.
So managers must act before, during, and after training.
Before Training:
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Get trainee and supervisor input
Involve employees in program design
Set training attendance rules
Explain importance of training
During Training:
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Use training conditions similar to the workplace
Use real equipment and realistic environment
Exam Tip (Very Important)
👉 Training is effective only when employees are motivated and can transfer learning to
the job.
If you want:
•
•
•
•
Short notes
MCQs
5-mark / 10-mark answers
Bangladesh workplace examples
Just tell me 👍
Reinforcing Learning After Training
After training, it’s important to reward and recognize employees who use their new skills.
Example: If an employee applies a new skill on the job successfully, reward them
to reinforce learning.
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Trends Shaping HR: Digital and Social Media
Cloud-Based Training
Training programs are increasingly delivered through digital devices via the cloud.
The cloud allows vendors to host training content and systems, so the company
doesn’t need to manage software themselves.
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Employees can access training from anywhere using:
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Computers
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Tablets
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Smartphones
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Benefits of Cloud-Based Training
1.
2.
3.
Convenience – Employees can train anywhere, anytime
Collaboration – Employees can work together on training projects even remotely
Easy updates – Training material is automatically updated by the vendor
Developing the Training Program
Program development means assembling the training content and materials.
Key points:
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3.
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Choose content – What topics will the training cover?
Choose methods – How will it be delivered?
Lectures, workshops, online courses, web-based learning
Prepare materials – Examples:
Workbooks, PowerPoint slides, iPads, manuals
Web- or computer-based activities
Sources of Content:
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Some companies create their own
Many use pre-made content from providers like:
Association for Talent Development (ATD) – www.td.org
Trainers Warehouse
HRdirect
Example topics: coaching, consulting, presentation skills, survey design, game design,
mentoring programs
Implementing the Training Program
Once the program is designed and developed, it must be implemented.
Steps to Improve Learning and Engagement:
Before Training:
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Send announcements early
Provide directions and contact information
Share pretraining materials so participants are prepared
During Training:
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Use engaging methods like lectures, exercises, and group work
After Training:
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Give feedback and encourage application on the job
Reward employees for using new skills
Exam Tip (Important)
Cloud-based training is the future: convenient, flexible, and collaborative.
Always prepare, motivate, and reinforce employees at every stage: before, during, and
after training.
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If you want, I can make a short summary diagram of the full training process from
Implementing Training: During and After
During Training:
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Ensure all trainees have a point of contact for questions or guidance
Periodically check if trainees are applying what they learn on the job
After Training:
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Training does not end when the program finishes
Reinforce learning by feedback, coaching, and follow-up tasks
On-the-Job Training (OJT)
Definition:
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Learning a job while performing it
Used by all employees, from clerks to CEOs
Often the main or only training in many firms
Types of On-the-Job Training:
1.
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2.
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3.
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4.
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Coaching / Understudy Method:
Experienced worker or supervisor shows the trainee the ropes
Can include observing supervisor + formal sessions
Job Rotation:
Employee moves from job to job at planned intervals
Often used for management trainees
Special Assignments:
Gives lower-level employees real experience on projects
Peer Training:
Selected employees learn new skills or technology and teach colleagues
Tips for Effective OJT:
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Plan OJT carefully – don’t assume it will automatically work
Train the trainers – supervisors or experienced employees should know how to teach
Set high expectations – poor expectations → poor training results
Use task analyses and structured training materials
Example:
Pharmaceutical sales reps performed better when supervisors used effective coaching
skills
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Apprenticeship Training
Definition:
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Structured learning under a master craftsman
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Combines classroom learning + long-term OJT
Common in skilled trades like steelmaking, electrical work, or manufacturing
Key Points:
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Apprentices earn good salaries, often increasing with experience
Example: Tennessee starting apprentices earn $40,000, can grow to $75,000
Many countries and companies support apprenticeships through programs and manuals
U.S. has 460,000 apprentices in 28,000 programs
Exam Tip:
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OJT and Apprenticeships are hands-on, practical training methods
OJT: learn while working
Apprenticeship: structured learning + mentoring
Step-by-Step On-the-Job Training (OJT) Method
Step 1: Prepare the Learner
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Explain why they are being trained
Create interest and check what the learner already knows
Show the whole job and relate it to something they already know
Place the learner close to the normal working position
Familiarize the learner with tools, materials, equipment, and terms
Step 2: Present the Operation
•
•
•
Explain quantity and quality requirements
Go through the job at normal pace
Then repeat slowly, step by step, explaining key points and difficult parts
•
Ask the learner to explain steps while performing
Step 3: Try Out the Performance
•
•
•
•
Learner repeats the job slowly, explaining each step
Correct mistakes, help with difficult steps
Gradually increase speed and skill
Once competent, let them perform the job, but continue guidance
Step 4: Follow-Up
•
•
•
•
Assign a contact person for questions
Gradually reduce supervision
Correct bad habits and explain why your method is better
Praise good work to motivate
Informal Learning
•
•
•
•
70/20/10 Rule:
70% = learning on the job (practical experience)
20% = social learning (learning from colleagues)
10% = formal training (classroom or online)
Examples of Informal Learning:
•
•
•
•
•
•
•
Participating in meetings
Coaching or mentoring others
Job rotation or special assignments
Research online
Reading books or journals
Learning from video games or TV
Working with customers
Apprenticeships (US Department of Labor Examples)
•
•
•
•
•
Access to 1,000+ occupations
Examples:
Carpenter, Chef, Electrician
Fire medic, Law enforcement agent
Dental assistant, Pipefitter, Truck driver
Exam Tip:
•
•
OJT is stepwise: prepare → explain → practice → follow-up
Most learning is informal; formal classes are a small part
I
Facilitating Informal Learning
•
•
•
Employers can encourage learning outside formal training.
Examples:
Siemens plant cafeteria: Employees eat together → discuss work → learn new
ideas
Whiteboards and markers: Encourage sharing ideas and solving problems
informally
•
Goal: Learn from colleagues, share ideas, and build relationships
•
Job Instruction Training (JIT)
•
•
Best for jobs with step-by-step sequences
Steps are written with “key points” explaining how and why
Example: Paper Cutter Operation
Step
Key Point
1. Start motor
None
2. Set cutting distance
Read scale to avoid wrong cut
3. Place paper on table
Make sure paper is even
4. Push paper to cutter
Paper must be tight for even cut
5. Grasp safety release (left hand)
Don’t release hand (prevents accidents)
6. Grasp cutter release (right hand)
Don’t release hand (prevents accidents)
7. Pull both releases together
Keep hands on releases, away from cutter
8. Wait for cutter to retract
Keep hands safe
9. Retract paper
None
10. Shut off motor
None
Another Example: UPS drivers – steps for exiting van: park, brake, seatbelt off, open door,
place key on ring finger.
Lectures
•
•
1.
2.
3.
4.
5.
Quick way to teach knowledge to large groups
Tips for effective lectures:
Avoid irrelevant jokes at the start
Speak only on what you know
Make your points clear
Signal structure: “There are four reasons…”
Use stories or examples instead of just telling
6.
7.
8.
9.
Watch audience body language for boredom
Maintain eye contact
Make sure everyone hears clearly
Talk naturally; use notes or PowerPoint if needed
Exam Tip:
•
•
•
JIT = step-by-step + key points
Informal learning = 70% of learning happens this way
Lectures = quick knowledge transfer for large groups
1. Informal Learning
Most learning happens informally (on or off the job).
Employers can encourage this by creating spaces and opportunities for interaction and
knowledge sharing.
•
Example: Siemens plant cafeterias → employees eat together → discuss work
→ share ideas.
•
Whiteboards and markers encourage brainstorming and learning from
colleagues.
•
•
2. Job Instruction Training (JIT)
•
•
Best for jobs with step-by-step tasks.
Steps are written with key points showing how and why to do them.
Example: Using a Paper Cutter
Step
Key Point
1. Start motor
None
Step
Key Point
2. Set cutting distance
Read scale to avoid wrong cut
3. Place paper on table
Keep paper even
4. Push paper to cutter
Keep paper tight for even cut
5. Grasp safety release (left hand)
Don’t release (prevents accidents)
6. Grasp cutter release (right hand)
Don’t release (prevents accidents)
7. Pull both releases together
Keep hands on releases, away from cutter
8. Wait for cutter to retract
Keep hands safe
9. Retract paper
None
10. Shut off motor
None
Another Example: UPS van exit steps: park, ignition off, parking brake, seatbelt off, open
door, key on ring finger.
3. Lectures
•
•
1.
2.
3.
4.
5.
6.
7.
8.
9.
A quick way to teach knowledge to large groups.
Tips for effective lectures:
Avoid irrelevant jokes at the start
Speak only on what you know well
Make your points clear and structured
Give signals: e.g., “There are four reasons…”
Use stories and examples instead of just telling
Watch audience body language for boredom
Maintain eye contact
Ensure everyone can hear
Use notes or PowerPoint for guidance
✅ Exam Tip:
•
•
•
JIT = step-by-step + key points (focus on safety & accuracy)
Informal learning = 70% of job learning
Lectures = best for large groups; use stories & clear signals
1. Break Long Talks into Short Segments
•
•
•
•
•
•
•
Avoid 1-hour straight lectures.
Divide into 10-minute mini-talks, each with:
Its own introduction
Why it matters to the audience
What the audience will learn
Use brief PowerPoint slides (~1 min per slide)
Practice under conditions similar to the actual presentation
2. Programmed Learning
A self-learning, step-by-step method using textbooks, iPads, or the Internet.
3 steps:
1.
Present question, fact, or problem
2.
Learner responds
3.
Provide immediate feedback and guide next steps
•
Advantages:
•
Learners go at their own pace
•
Immediate reinforcement reduces errors
•
Can reduce training time
•
Computerized intelligent tutoring systems adjust questions based on learner
performance
•
•
3. Behavior Modeling
•
Psychologically-based training for practicing effective behaviors.
•
Steps:
1.
2.
3.
4.
Modeling → show correct behavior via video/live demonstration
Role-playing → learners practice in a simulated situation
Social reinforcement → trainer gives praise and feedback
Transfer → learners apply skills on the job
Commonly used for management, customer service, and discipline training
•
4. Audiovisual-Based Training
•
•
•
Techniques: DVDs, films, PowerPoint, audiotapes
Example: Ford Motor Company → dealer training videos simulate customer complaints
Increasingly being replaced by web-based methods
5. Vestibule Training
•
•
•
•
Trainees learn on actual or simulated equipment off the job
Useful when:
On-the-job training is too costly or dangerous
Example: assembly-line workers trained in a separate room before production
✅ Exam Tip:
•
•
•
Programmed learning = self-paced + immediate feedback
Behavior modeling = model → practice → feedback → apply
Vestibule training = safe, off-the-job equipment training
1. Simulated Training
•
•
Used when safety or realism is crucial, e.g., pilots, drivers.
Example: UPS → 40-hour, 5-day life-size lab for driver candidates.
2. Electronic Performance Support Systems (EPSS)
Computerized tools that guide employees step-by-step.
Automates training, documentation, and phone support.
Example: Dell service reps use EPSS to handle complex solutions without memorizing
everything.
•
Job aids (checklists, diagrams) are often part of EPSS.
•
Ideal for complex or multi-step tasks, or dangerous jobs.
•
•
•
3. Videoconferencing
•
•
•
Deliver training remotely via broadband, Internet, or satellite.
Example vendors: Cisco Webex, TelePresence
Allows collaboration, decision-making, and interactive learning.
4. Computer-Based Training (CBT)
Uses interactive computer systems to teach skills or knowledge.
Features: replay lessons, answer questions, practice safely under supervision.
Can include text, video, graphics, animation, and sound.
Example: medical students use CBT to examine virtual patients, interpret tests, and
diagnose.
•
•
•
•
5. Simulated Learning and Gaming
Uses virtual reality, online role-plays, or animations.
Creates realistic, interactive scenarios for practice.
Examples:
U.S. Army → Full-Spectrum Command and Full-Spectrum Warrior for urban
warfare
•
Environmental Tectonics Corp → plane crash simulations for emergency
response
•
Cheesecake Factory → simulation for building the “perfect hamburger”
•
Produces leadership, decision-making, and practical skills safely.
•
•
•
•
✅ Exam Tip:
•
•
•
•
EPSS & Job Aids → step-by-step guidance at job site
CBT → interactive computer-based lessons
Simulations & Games → realistic scenarios for high-risk or complex jobs
1. Virtual Reality (VR) Training
Trainees are placed in an artificial 3D environment that simulates real job situations.
Sensory devices track trainee responses; trainees see, hear, and interact with the
simulation.
•
Examples:
•
NFL teams → train quarterbacks on plays
•
Google Expeditions → virtual field trips for students
•
Oculus VR → highlights VR’s growing use in training
•
Purpose: Safe, immersive practice for complex, high-risk, or real-world scenarios.
•
•
2. Training Games
•
•
•
•
•
Simple game-based training is effective and engaging.
Example: Korea Ginseng Corporation → app-based multiple-choice games.
Points awarded for correct and fast answers
Trainees compete with peers
Top performers displayed publicly to motivate employees
3. Online/Internet-Based Training
•
•
•
•
Employers increasingly move from classroom to online learning.
Benefits:
Training on-demand without interrupting work
Cost savings (e.g., Clearlink saved $800,000/year by going digital)
•
•
•
Examples of online training programs:
China Post → online training college, 9,000 hours annually, 600+ programs
ADP → trains salespeople using Blackboard LMS
4. Learning Management Systems (LMS)
•
•
•
•
•
•
Special software supporting online training.
Functions:
Identify training needs
Schedule, deliver, assess, and manage training
Provide course catalog, self-enrollment, and pre/post-course tests
Example: GM uses LMS to train dealers with structured courses and testing
✅ Exam Tip:
•
•
•
•
VR → immersive, realistic training
Training games → motivation + engagement
Online training + LMS → flexible, cost-effective, scalable
1. Online Learning & Blended Learning
Online learning allows employees to study remotely at their own pace.
Blended learning combines online and in-person methods.
Example: Stihl → online learning + hands-on technical classes for tool and die
makers.
•
Gamification elements (points, badges, leaderboards) and dashboards can improve
engagement and performance tracking.
•
•
•
2. Learning Portals
•
•
•
•
•
•
•
•
Centralized online platform giving employees access to training content.
Often linked to Application Service Providers (ASPs).
Popular providers:
Pathgather → learning & development apps, webinars
Grovo → short microlearning content
Skillsoft → thousands of courses, cases, certifications
Open Sesame → curated courses across business skills, tech, safety, compliance
Employers may also use MOOCs (Coursera, edX) for employee training.
3. Virtual Classrooms
•
•
•
•
•
•
Use collaboration software for live remote training with multiple learners.
Features:
Live audio & video discussions
Written chat for communication
Shared presentations (e.g., PowerPoint)
Example: Elluminate Live! → integrates video, collaboration, and learning content.
4. Mobile and Microlearning
Mobile learning / On-demand learning: Training delivered anytime, anywhere via
smartphones, tablets, laptops.
•
Microlearning: Breaks content into short, targeted lessons (e.g., 10-minute segments).
•
Examples:
•
DominKnow → iPhone-optimized learning portal
•
IBM → microlearning for sales force to quickly learn new product features
•
Graphics, videos, and concise lessons improve effectiveness.
•
5. Social Media & Virtual Worlds
Companies use LinkedIn, Facebook, Twitter for updates and training.
Virtual worlds like Second Life simulate real scenarios for training.
Example: BP → uses Second Life to train gas station employees on safety features of
storage tanks.
•
•
•
✅ Exam Tip:
•
•
•
•
•
Online & blended learning → flexible and cost-efficient
Learning portals → central hub for courses and tracking
Virtual classrooms → interactive remote learning
Mobile + microlearning → quick, just-in-time knowledge
Social media & virtual worlds → engagement and realistic simulations
1. Web 2.0 Learning
Definition: Uses online technologies, social networks, virtual worlds (e.g., Second Life),
and blends synchronous (live) and asynchronous (on-demand) learning.
•
Tools: Blogs, chat rooms, bookmark sharing, simulations.
•
Purpose: Trainees solve real-life “work scenarios” collaboratively.
•
2. Diversity & Accessibility in Training
•
•
•
•
•
•
Laws require training programs to be accessible to people with disabilities.
Guidelines (e.g., W3C Web Content Accessibility) include:
Perceivable: Content can be seen or heard (e.g., captions for videos).
Operable: Users have enough time to navigate content.
Understandable: Text is readable and instructions clear.
Robust: Compatible with different browsers, devices, and assistive tools.
3. HR & the Gig Economy (Example: Uber)
•
•
•
•
•
•
•
•
Challenge: Train thousands of non-permanent, on-demand workers (gig workers).
Solution:
Online, on-demand microlearning delivered in short, digestible modules.
Use of Learning Management System (LMS) like MindFlash.
Real-time reporting ensures workers are ready before starting tasks.
Key points:
Training is flexible and mobile-friendly.
Content is based on detailed “blueprints” of workers’ daily duties.
4. Lifelong Learning
Provides employees with continuous learning experiences during their tenure.
Goal: Equip employees with skills to perform jobs better and expand career
opportunities.
•
Examples:
•
Remedial skills (e.g., English as a second language)
•
College degrees or professional certifications
•
Supported by some state programs (e.g., Washington State’s LiLA plan for lifelong
learning funding).
•
•
5. Literacy Training
•
•
•
•
Addresses basic reading, writing, and speaking skills for employees who lack them.
Methods:
Hiring private educational firms
Supervisors providing writing and speaking exercises
✅ Exam Tip:
•
•
•
•
:
Web 2.0 learning → social + virtual + blended
Gig economy training → microlearning, mobile, LMS-based
Lifelong learning → continuous, career-enhancing
Accessibility & literacy → legal requirement and basic skills support
1. Literacy & Diversity Training
•
•
•
•
•
•
•
•
•
•
•
•
•
Literacy Training:
Helps employees improve reading, writing, basic math, and technical skills.
Example: Teaching employees to use manuals efficiently (e.g., using the index).
Diversity Training:
Improves cross-cultural sensitivity and inclusion.
Focus areas:
Interpersonal skills
Understanding cultural differences
English proficiency for non-native speakers
Socializing employees into corporate culture
Example programs:
Just Be F.A.I.R. (full video, narration, interactions, pre/post assessments)
Prism – offers inclusion and diversity courses for all employees
2. Team Training
Purpose: Build teamwork, cooperation, and problem-solving skills.
Technical training in teams:
Cross-training: Employees learn other jobs to allow job rotation and flexibility.
Example: Auto dealerships train sales and finance staff in each other’s roles.
Interpersonal training in teams:
Listening, communication, conflict handling, negotiation
Team management training:
Problem-solving, meeting management, decision-making, leadership
Outdoor/adventure training:
Example: RealScout’s survival training in mountains to foster trust and
cooperation
•
Skills learned in “field” expected to transfer to office teamwork
•
•
•
•
•
•
•
•
•
•
3. Creating Your Own Training Program (Five-Step Approach)
Even if packaged programs are unavailable, supervisors can create their own using the ADDIE
framework:
1.
Analyze: Identify the training problem and performance gaps.
2.
3.
4.
5.
Design: Set learning objectives, decide how to motivate trainees.
Develop: Prepare materials and choose methods (lectures, OJT, online).
Implement: Conduct the training program effectively.
Evaluate: Assess training results and adjust if needed.
✅ Exam Tip:
•
•
•
Diversity training: Respect + inclusion + cultural understanding
Team training: Cross-training + interpersonal + management + adventure methods
Custom programs: Use ADDIE steps for structured training design
Management Development (MD)
•
•
•
•
Definition: Any attempt to improve current or future management performance by:
Imparting knowledge
Changing attitudes
Increasing skills
1. Strategy & MD
Management development programs should align with the firm’s strategic plans.
Examples:
Expanding overseas → need managers who can handle international operations
Entering new business → managers must have skills for new areas
Company-wide programs: Rotate new managers through assignments + education
Specific programs: Groom candidates for top roles like CEO
Connection to Succession Planning:
Succession planning = identifying, assessing, and developing leaders for key
positions
•
MD ensures a pipeline of skilled managers for future leadership
•
•
•
•
•
•
•
•
2. Candidate Assessment
Problem: Some high-potential managers fail; some low-potential excel
Solution: 9-Box Grid
Vertical axis: Potential (Low → High)
Horizontal axis: Performance (Low → High)
9 boxes: Helps prioritize development
High potential & high performer: main focus
High potential / moderate performer or high performer / moderate
potential: secondary focus
•
Low potential / low performer: not developed
•
Example:
•
Schwan: 40+ candidates → top 10 selected → 1-day external assessment →
individual development plan → action-learning projects
•
•
•
•
•
•
•
3. Managerial On-the-Job Training Methods
a) Job Rotation
•
•
•
•
•
•
•
•
Move managers across departments
Benefits:
Broadens understanding of business
Tests abilities, identifies strengths & weaknesses
Prevents stagnation
Improves interdepartmental cooperation
Expands management network
Example: LVMH rotates employees among luxury brands → rich learning opportunities
b) Coaching / Understudy
•
•
Experienced manager guides trainee
Provides personalized guidance and feedback
c) Action Learning
•
•
Trainees work full-time on real problems
Combines learning with solving actual business issues
✅ Exam Tip:
•
•
•
•
MD = align with strategy + succession planning
9-box grid = performance vs potential tool
Job rotation = core OJT method → broadens skills + improves cooperation
Action learning = practical, problem-based learning
Global Job Rotation
Definition: Rotating managers across global locations (e.g., Sweden → New York).
Purpose & Benefits:
Builds understanding of international operations
Improves inter-unit coordination and control
Creates informal networks → better cross-border communication
Strengthens identification with company culture and shared values (e.g.,
“customer is always right”)
•
Attracts and retains top global talent
•
Example: INSEAD management-training program fosters shared values and experiences
among international managers
•
•
•
•
•
•
Managerial On-the-Job Training Methods (continued)
1. Coaching / Understudy
•
•
•
Trainee works directly with a senior manager or the person they may replace.
Trainee gradually takes on some responsibilities.
Purpose: Learn the job in a real working environment under supervision.
2. Action Learning
•
•
•
1.
Trainees work on real problems outside their usual department.
Teams: 5–25 members
Process:
Framework phase (6–8 weeks): Define and collect data on the problem
2.
3.
Action forum (2–3 days): Discuss issues, develop recommendations
Accountability sessions: Meet with management to review progress
•
Benefits: Rapid skill development, problem-solving experience, exposure to other
departments
•
Example: Used by Wells Fargo, Boeing, PG&E
3. Stretch Assignments
•
•
•
•
Employees are pushed beyond their comfort zones
Assignments are different and more demanding than usual
Critical point: Should challenge the employee without overwhelming them
Purpose: Develop new skills, increase confidence, prepare for higher responsibilities
✅ Exam Tip:
•
•
•
•
Global job rotation → cross-cultural, international experience
Coaching/understudy → hands-on learning with mentor
Action learning → team-based problem solving outside own area
Stretch assignments → challenge + growth without overloading
If you want, I can make a single, easy-to-memorize table combining all Management
Development methods (Pages 294–295) showing method, description, example, and
benefits—perfect for quick revision.
1. Case Study Method
Definition: Trainees study written or video cases, analyze the problem, diagnose it, and
present solutions.
•
Purpose: Develop problem-solving, decision-making, and analytical skills.
•
Example: FBI Academy case spanning 14 weeks—from a citizen's complaint to a
simulated trial.
•
Benefits: Builds critical thinking, realistic problem analysis, and practical experience.
•
2. Computerized Management Games
Definition: Trainees make decisions in simulated business situations.
Activities include: Advertising spend, production planning, inventory management.
Purpose: Improve communication, teamwork, planning, problem-solving, and leadership
skills.
•
Gamification: Point systems, badges, leaderboards → increase engagement, morale, and
learning.
•
•
•
3. Outside Seminars
Definition: Web-based or in-person seminars offered by universities, companies, or
associations.
•
Duration: 1–3 days typical, some extended programs up to 4 months.
•
Topics: Emotional intelligence, assertiveness, communication skills, cost accounting,
leadership, and supervision.
•
Providers: American Management Association (AMA), SHRM, Harvard, Wharton,
Dartmouth Tuck.
•
Customized Programs: Companies like Hasbro and Philips design programs for specific
needs (creativity, innovation, leadership).
•
4. Role-Playing
Definition: Trainees assume specific roles in realistic scenarios.
Purpose: Practice decision-making, leadership, and problem-solving in a safe, simulated
environment.
•
•
Example: Managing a team of service workers, deciding which trucks to exchange,
planning schedules, etc.
•
✅ Key Point: Off-the-job methods let managers practice and learn in a controlled
environment, improving skills without real-world risk.
If you want, I can make a full one-page “Manager Training Techniques Cheat
Sheet” combining on-the-job & off-the-job methods in a table for easy exam revision.
Do you want me to do that?
1. Role-Playing
Definition: Trainees take on specific roles in realistic scenarios.
Purpose: Develop leadership, delegation, and sensitivity to others’ feelings.
Example: Deciding which crew member gets a new truck; experimenting with leadership
styles (considerate vs. autocratic).
•
Benefit: Safe environment to practice decision-making and interpersonal skills.
•
•
•
2. Corporate Universities
Definition: In-house development centers offering structured courses and seminars.
Example: GE’s Crotonville offers 2-week programs for middle managers on finance,
presentation skills, and more.
•
Key Features of Successful Corporate Universities:
1.
Align offerings with corporate goals
2.
Focus on skills supporting business needs
•
•
3.
4.
5.
•
•
•
•
Evaluate learning and performance
Use technology to support learning
Partner with academic institutions
Virtual Corporate Universities: Example – Cerner Knowledge Works
Dynamic Knowledge: Real-time content like emails and instant messages
Moderated Content: Best practices, case studies, wikis
Codified Content: Formal company practices, installation guides, courses
3. Executive Coaching
Definition: Outside consultants help top managers improve effectiveness.
Process: Collect feedback from the executive’s boss, peers, subordinates, sometimes
family → identify strengths/weaknesses → counsel the executive.
•
Cost: Can exceed $50,000 per executive.
•
Recommendations:
•
Use formal assessments before coaching
•
Evaluate alternatives and executive’s willingness
•
Check references and consult International Coach Federation
•
•
4. SHRM Learning System
•
•
•
•
Purpose: Prepares HR professionals for certification exams.
Methods:
Self-study
College/university programs with classroom interaction
5. Leadership Development Example – Cigna
Programs: Actuarial Executive Development, Financial Development, Health Service
Leadership Program (HLP)
•
HLP Features:
•
Builds general leadership talent
•
Uses executive coaching
•
•
•
Dynamic rotational roles (12–24 months per rotation)
Personalized development to create a pipeline for future executives
✅ Key Point: Modern management development combines hands-on practice, mentoring,
formal courses, rotations, and coaching to develop leadership and business skills
systematically.
If you want, I can now combine all the pages you shared into a single “Training &
Development Summary Sheet” covering on-the-job, off-the-job, management, and
leadership development methods—perfect for BBA exam revision.
Do you want me to do that?
1. Customized Talent Management – Differential Development
Assignments
Traditional HR often distributes training and development opportunities equally, or only
based on performance.
•
Modern HR focuses resources on high-potential employees who are critical to the
company’s future growth.
•
Examples:
•
Johnson & Johnson “LeAD” Program: High-potential trainees receive
coaching, advice, and regular assessments from external experts.
•
Some companies give rising leaders privileged access to strategic information via
executive meetings or online portals.
•
2. Characteristics of Effective Leadership Development Programs
A study identified factors that make leadership training effective:
1.
Needs analysis: Programs begin with a thorough assessment to determine clear goals.
2. Mandatory participation: Programs are as effective for mandatory as for voluntary
participants.
3. Trainer-based: Trainer-led programs are more effective than self-administered
programs.
4. Practice-oriented: Programs involving practical exercises are more effective than pure
information-based programs.
5. Feedback: Providing feedback to trainees improves effectiveness.
6. On-site vs. off-site: On-site programs are generally better.
7. Face-to-face: In-person training is more effective than virtual training.
8. Applicable to all levels: Leadership training works for both senior and lower-level
leaders.
3. Managing Organizational Change Programs
Why changes fail:
1.
Employee resistance
2.
Insufficient resources
3.
Productivity declines as employees get distracted
4.
Leaders resist change
5.
Only the org chart changes, not behaviors or processes
•
Purpose of change programs:
Most major transformations aim to improve one of five “quests”:
1.
Customer focus
2.
Nimbleness
3.
Innovation
4.
Sustainability
5.
Boosting global presence
•
Common failure reasons:
•
Lack of clear purpose or “quest”
•
Pursuing the wrong quest
•
Trying to focus on multiple quests at once
•
Scope of organizational change:
Can involve strategy, culture, structure, technology, and employee skills or attitudes.
•
Main challenge:
Overcoming resistance at individual, group, or organizational level is often the hardest part.
•
✅ Key Point: Effective HR and leadership development focus on targeted high-potential
development, while successful organizational change requires clear goals, proper resources,
and strategies to overcome resistance.
1. Why Employees Resist Change
Employees resist change because:
•
•
They are used to the current way of doing things.
They feel threatened by the change, especially if it might reduce their influence or power.
2. Lewin’s Change Process
Psychologist Kurt Lewin proposed a simple 3-step model to implement organizational change
with minimal resistance. He saw behavior as the result of two opposing forces:
•
•
Forces maintaining the status quo
Forces pushing for change
Lewin’s 3 steps:
1.
•
•
2.
•
•
•
•
3.
•
Unfreezing – Reduce resistance to change.
Present a problem or event to show employees why change is needed.
Goal: Employees recognize the need for new solutions.
Moving (or Changing) – Develop new behaviors, attitudes, and values.
Achieved through:
Organizational structure changes
Training and development
Team-building and other organizational development techniques
Refreezing – Reinforce the new behaviors so the organization doesn’t revert.
Example: Change incentive systems to support the new way of working.
3. Practical Steps to Implement Change
Some experts suggest a more detailed approach to reduce resistance:
1. Establish a sense of urgency – Make employees feel the need for change (e.g., present a
report showing potential failure if no change occurs).
2. Mobilize commitment through joint problem diagnosis – Create a task force to
identify problems and solutions, producing shared understanding.
3. Create a guiding coalition – Gather influential people to support and implement the
change.
4. Develop and communicate a shared vision – Keep the vision simple and clear (e.g.,
“We will be faster than anyone at satisfying customer needs”).
✅ Key Point: Change succeeds when employees understand the need, leaders create a
coalition, new behaviors are developed and reinforced, and everyone shares a clear vision.
1. Using Organizational Development (OD) to Reduce Resistance
OD helps employees themselves formulate and implement change rather than just being told
what to do. Key steps for successful change include:
1. Help employees make the change – Remove obstacles that prevent action.
2. Use credibility – Leaders can leverage their influence to drive further change.
3. Reinforce new behaviors – Adjust company systems, appraisal methods, and incentives
to support the change.
4. Monitor progress – Compare actual results to goals and adjust as needed.
Other techniques to reduce resistance:
•
•
•
Ask employees to help design the change.
Explain why the change is needed.
Negotiate or involve employees in decision-making.
2. What is Organizational Development (OD)?
OD is a structured change process aimed at improving the organization’s effectiveness. It
involves:
Action research: Collect data on a group/department, feed it back to employees, and let
them analyze problems.
•
Behavioral science: Use knowledge of human behavior to improve performance.
•
Targeted improvement: Focus on empowerment, problem-solving, responsiveness,
work quality, and effectiveness.
•
3. Example of OD: Team Building (French & Bell)
1.
2.
3.
4.
Interview each member and the leader about problems and obstacles.
Categorize issues into themes (e.g., communication problems).
Rank themes by importance to form the meeting agenda.
Explore solutions together as a team.
Other OD tools include survey research to gather attitudes and perceptions across the
organization.
4. Categories of OD Interventions (Table 8-2)
Human Process:
Team building, performance appraisal, career planning, process consultation, reward
systems, third-party intervention
•
Technostructural:
Work design, formal structural change, managing workforce diversity, total quality
management, self-designing organizations
•
Strategic:
Integrated strategic management, quality circles, cooperative union-management projects,
culture change, strategic change
•
✅ Key Point: OD focuses on participative change, using data and behavioral science to
empower employees, improve problem-solving, and strengthen organizational effectiveness.
If you want, I can combine pages 286–300 into one simple, easy-to-revise Training &
Development guide for BBA students, covering all training methods, management
development, and organizational change concepts in one document. It will make exam prep
much easier.
:
1. Why Evaluate Training Programs
Even though employers spend billions on training annually, many programs don’t improve
organizational performance. Evaluation ensures that training:
•
•
•
Helps employees learn new skills.
Changes their on-the-job behavior.
Improves results for the company.
2. What to Measure
Training programs can be assessed at three levels:
1. Reactions: How did participants feel about the program? (e.g., satisfaction surveys)
2. Learning: Did participants actually learn the material?
3. Behavior & Results: Did participants apply what they learned on the job, and did it
improve performance?
Old survey: 77% of organizations measured reactions, 36% measured learning, only 10–15%
measured actual behavior/results.
3. Designing the Evaluation Study
To determine if training caused the improvement, consider:
Controlled experiments: Compare trained employees with a similar group that didn’t
receive training.
•
Time series design: Measure performance before and after training over multiple
weeks to see trends.
•
Example:
Plot weekly performance (e.g., quality of items produced) for several weeks before and
after training.
•
Check if performance improves after training, compared to the baseline.
•
✅ Key Point: Training evaluation is essential to ensure that time, money, and effort spent
on training actually improve employee skills and organizational performance.