Chapter 8
HRM (Gary Dessler)
TRAINING & DEVELOPING EMPLOYEES
• Employees Orientation:
A Procedure for providing new employees with basic
background information about the firm.
At a minimum, new employees usually receive either
printed or internet-based employee handbooks. These
explain things like working hours, performance reviews,
getting on the payroll, and vacations .
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Chapter 8
HRM (Gary Dessler)
Employees Orientation. . .
• A successful orientation should accomplish
four things for new employees:
– Make them feel welcome and at ease.
– Help them understand the organization in a broad
sense.
– Make clear to them what is expected in terms of work
and behavior.
– Help them begin the process of becoming socialized
into the firm’s ways of acting and doing things.
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Chapter 8
HRM (Gary Dessler)
NEW EMPLOYEES DEPARTMENTAL
ORIENTATION CHECKLIST
1. Human Resources Information
a.
b.
c.
d.
e.
f.
g.
Departmental Attendance Procedures and UCSD
Healthcare Work Time & Attendance Policy
Job Description Review
Annual Performance Evaluation and Peer Feedback
Process
Probationary Period Information
Appearance/Dress Code Requirements
Annual TB Screening
License and/or certification Renewals
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Chapter 8
HRM (Gary Dessler)
CHECKLIST (Contd…)
2. Department Information
a.
b.
c.
d.
e.
f.
g.
Organizational Structure-Department Core Values
Orientation
Department/Unit Area Specific Policies & Procedures
Customer Service Practices
CQI Effort and Projects
Tour and Floor Plan
Equipment/Supplies
• Keys issued
• Radio Pager issued
• Other______________
Mail and Recharge codes
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Chapter 8
HRM (Gary Dessler)
CHECKLIST (Contd…)
3. Safety Information
a.
b.
c.
d.
e.
Departmental Safety Plan
Employee Safety/Injury Reporting Procedures
Hazard Communication
Infection Control/Sharps Disposal
Attendance at annual Safety Fair (mandatory)
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Chapter 8
HRM (Gary Dessler)
CHECKLIST (Contd…)
4. Facilities Information
a.
b.
c.
d.
e.
Organizational Structure-Department Core Values
Orientation
Department/Unit Area Specific Policies & Procedures
Customer Service Practices
CQI Effort and Projects
Tour and Floor Plan
• Bed
• Headwall
• Bathroom
• Nurse Call System
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Chapter 8
HRM (Gary Dessler)
CHECKLIST (Contd…)
5. Security Information
a.
b.
c.
d.
e.
f.
g.
Code Triage Assignment
Code Blue Assignment
Code Red – Evacuation Procedure
Code 10 – Bomb Threat Procedure
Departmental Security Measures
UCSD Emergency Number 6111 or 911
Tour and Floor Plan
• Bed
• Headwall
• Bathroom
• Nurse Call System
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Chapter 8
HRM (Gary Dessler)
The Training Process
• Training
The process of teaching new employees the basic skills
they need to perform their jobs.
• The strategic context of training
Performance management: the process employers use
to make sure employees are working toward
organizational goals.
8
The Training & Development Process
Chapter 8
HRM (Gary Dessler)
 Needs analysis
– Identify job performance skills needed, assess prospective
trainees skills, and develop objectives.
 Instructional design
– Produce the training program content, including
workbooks, exercises, and activities.
 Validation
– Presenting (trying out) the training to a small
representative audience.
 Implement the program
– Actually training the targeted employee group.
 Evaluation
– Assesses the program’s successes or failures.
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Chapter 8
HRM (Gary Dessler)
Make Learning Meaningful
It is usually easier for trainees to understand and
remember material that is meaningful. Therefore:
1.
2.
3.
4.
5.
At the start of training, provide a bird’s-eyes of the
material to be presented. Knowing the overall picture
facilitates learning.
Use a variety of familiar examples.
Organize the information so you can present it
logically, and in meaningful units.
Use terms and concepts that are already familiar to
trainees.
Use as many visual aids as possible.
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Chapter 8
HRM (Gary Dessler)
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 trainee’s attention to important
aspects of the job. For example, if you're
training customer service representatives how
to handle incoming calls, first explain the
different types of calls they will encounter and
how to recognize such calls.
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Chapter 8
HRM (Gary Dessler)
Make Skills Transfer Easy (Contd…)
5. Provide “heads-up,” preparatory information.
For example, trainees learning to become firstline supervisor often face stressful conditions,
high workload, and difficult subordinates back
on the job. Studies suggest you can reduce the
negative impact of such events by letting
trainees know they might happen.
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Chapter 8
HRM (Gary Dessler)
Motivate the Learner
•
Here are some ways to motivate the trainee.
1.
People learn best by doing. Try to provide as much
realistic practice as possible.
Trainees learn best when the trainers immediately
reinforce correct responses, perhaps with a quick “well
done”.
Trainees learn best at their own pace. If possible, let
them pace themselves.
Create a perceived training need in the trainees’ minds.
In one study, pilot who had experienced pertaining
accident-related events subsequently learned more
from an accident-reduction training program than did
those experiencing fewer such events
2.
3.
4.
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Chapter 8
HRM (Gary Dessler)
Motivate the Learner…
You could illustrate the need for the training by showing
videos of simulated accidents. Similarly, “before the
training, managers need to sit down and talk with the
trainee about why they are enrolled in the class, what
they are expected to learn and how they can use it on
the job.
5.
•
The schedule is important too: The learning curve
goes down late in the day, so that “full day training is
not as effective as half the day or three-fourths of the
day”.
Negligent training
A situation where an employer fails to train adequately
and the employee subsequently harms a third party.
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Chapter 8
HRM (Gary Dessler)
Analyzing Training Needs
•
Task analysis: Assessing New Employees’
Training Needs
A detailed study of a job to identify the specific skills
required.
•
Performance Analysis: Assessing Current
Employees’ Training Needs
Verifying that there is a performance deficiency and
determining whether that deficiency should be
corrected through training or through some other
means (such as transferring the employees).
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Chapter 8
HRM (Gary Dessler)
Training Methods
•
On the job Training (OJT)
Training a person to learn a job while working at it.
Here are some steps to help ensure OJT success.
Step 1: Prepare the Learner
1. Put the learner at ease–relieve the tension
2. Explain why he or she is being taught
3. Create interest, encourage questions, find out what the
learner already knows about this or other jobs.
4. Explain the whole job and relate it to some job the
worker already knows.
5. Place the learner as close to the normal working
position as possible.
6. Familiarize the worker with equipment, materials, tools,
and trade terms.
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Chapter 8
HRM (Gary Dessler)
On the job Training (OJT) (Contd…)
Step 2: Present the Operation
1.
2.
3.
4.
5.
Explain quantity and quality requirements.
Go through the job at the normal work pace.
Go through the job at a slow pace several times,
explaining each step. Between operations, explain the
difficult parts, or those in which errors are likely to be
made.
Again go through the job at a slow pace several times;
explain the key points.
Have the learner explain the steps as you go through
the job at a slow pace.
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Chapter 8
HRM (Gary Dessler)
On the job Training (OJT) (Contd…)
Step 3: Do a Tryout
1.
2.
3.
4.
Have the learner go through the job several times,
slowly, explaining each step to you. Correct mistakes
and, if necessary, do some of the complicated steps
the first few times.
Run the job at the normal pace.
Have the learner do the job, gradually building up skill
and speed.
As soon as the learner demonstrates ability to do the
job, let the work begin, but don’t abandon him or her.
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Chapter 8
HRM (Gary Dessler)
On the job Training (OJT) (Contd…)
Step 4: Follow up
1.
2.
3.
4.
Designate to whom the learner should go for help.
Gradually decrease supervision, checking work from
time to time against quality and quantity standards.
Correct faulty work patterns before they become a
habit. Show why the learned method is superior.
Compliment good work; encourage the worker until he
or she is able to meet the quality and quantity
standards.
19
• Apprenticeship Training
Chapter 8
HRM (Gary Dessler)
A structured process by which people become skilled
workers through a combination of classroom instruction
and on-the-job training.
• Job Instructions Training (JIT)
Listing each job’s basic tasks, along with key points, in
order to provide step - by – step training for employees.
• Programmed Learning
A systematic method for teaching job skills involving
presenting questions or facts, allowing the person to
respond, & giving the learner immediate feedback on the
accuracy of his or her answer.
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Chapter 8
HRM (Gary Dessler)
Literacy Training Techniques
• Audiovisual – Based Training
Techniques like films, Power Points, videoconferencing,
audiotapes, & videotapes can be very effective & are
widely used.
• Simulated Training
Training employees on special off-the-job equipment, as in
airplane pilot training. So training costs and hazards can
be reduced.
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Chapter 8
HRM (Gary Dessler)
Electronic Performance Support
System (EPSS)
Sets of computerized tools & displays that automate
training, documentation, & phone support, integrate this
automation into applications, & provide support that’s
faster; cheaper; and more effective than traditional
methods.
•
Job Aid
Job aid Is a set of instructions diagrams, or similar
methods available at the job site to guide the worker
•
Diversity Training
With an increasingly diverse workforce, more firms are
implementing diversity training programs.
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Chapter 8
HRM (Gary Dessler)
• Training Employees to Please customers
• Teamwork training
• Lifelong Learning
Providing continuing training from basic remedial skills to
advanced decision-making techniques throughout the
employees’ career
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Chapter 8
HRM (Gary Dessler)
Managerial Development and Training
• Management Development
Any attempt to improve current or future management
performance by imparting knowledge, changing
attitudes, or increasing skills.
• Succession Planning
A processes through which senior-level openings are
planned for and eventually filed.
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Chapter 8
HRM (Gary Dessler)
Managerial On – the – Job Training
• Job Rotation
A management training technique that involves moving a
trainee from department to department to broaden his or
her experience and identify strong and weak points.
• Action learning
A training technique by which management trainees are
allowed to work full time analyzing and solving problems
in other departments.
25
Off – The Job Management
T & D Techniques
Chapter 8
HRM (Gary Dessler)
• Case study method
A development method in which the manager is
presented with a written description of an organizational
problem to diagnose and solve.
• Management game
A development technique in which teams of managers
compete by making computerized decisions regards
realistic but simulated situations.
•
Role playing
A training technique in which trainees act out parts in a
realistic management situation.
26
Off – The Job Management
T & D Techniques (Contd…)
Chapter 8
HRM (Gary Dessler)
•
Behavior modeling
A training technique in which trainers are first shown
good management techniques in a film, are asked to
play roles in a simulated situation and are then given
feedback and praise by their supervisor.
• In-house development centre
A company-based method for exposing prospective
managers to realistic exercises to develop improved
management skills.
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Chapter 8
HRM (Gary Dessler)
Off-the-Job Management Training and
Development Techniques (cont’d)
• Executive coaches
– An outside consultant who questions the executive’s
boss, peers, subordinates, and (sometimes) family in
order to identify the executive’s strengths and
weaknesses.
– Counsels the executive so he or she can capitalize on
those strengths and overcome the weaknesses.
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Chapter 8
HRM (Gary Dessler)
Managing Strategic Organizational Renewal
• Strategic Change
A change in a company’s strategy, mission, and vision.
• Cultural Change
A change in a company’s shared values and aims.
• Structural Change
The reorganizing or redesigning of an organization’s
departmentalization, coordination, span of control,
reporting relationships, or decision-making process.
• Technological change
Modifications to the work methods an organization uses
to accomplish its tasks.
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Chapter 8
HRM (Gary Dessler)
Overcoming Resistance To Change
•
What causes resistance?
–
•
All behavior in organizations is a product of two
kinds of forces—those striving to maintain the
status quo and those pushing for change.
Lewin’s Change Process
–
Unfreezing: reducing the forces striving to maintain
the status quo.
–
Moving: developing new behaviors, values, and
attitudes, sometimes through structural changes.
–
Refreezing: reinforcing the changes.
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Chapter 8
HRM (Gary Dessler)
Overcoming Resistance to Change…
• Change initiatives
– Political campaign: creating a coalition strong
enough to support and guide the initiative.
– Marketing campaign: tapping into employees’
thoughts and feelings and also effectively
communicating messages about the
prospective program’s theme and benefits.
– Military campaign: Deploying executives’
scarce resources of attention and time to
actually carry out the change.
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Chapter 8
HRM (Gary Dessler)
How to Lead the Change:
•
1.
2.
3.
4.
A 10-step change Process
Establish a sense of urgency. Once they
become aware of the need to change, most
leaders start by creating a sense of urgency.
Mobilize commitment through joint diagnosis
of problems.
Create a guiding-coalition partnership.
Develop a shared vision
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Chapter 9
HRM (Gary Dessler)
A 10-step change Process (Contd…)
v.
Communicate the Vision.
a. Keep it simple.
b. Use multiple forums.
c. Use repetition.
d. Lead by example.
vi. Help employees to make the change. It’s futile to
communicate your vision and to have employees want
to make it a reality.
vii. Generate short-term wins.
viii. Consolidate gains and produce more change.
ix. Anchor the new ways of doing things in the company’s
culture.
x. Monitor progress and adjust the vision as required.
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Chapter 9
HRM (Gary Dessler)
Organizational Development (OD)
• A special approach to organizational change in
which employees themselves formulate & implement
the change that’s required.
– Usually involves action research.
– Applies behavioral science knowledge.
– Changes the attitudes, values, and beliefs of
employees.
– Changes the organization in a particular direction.
34
Characteristics Of OD
Chapter 8
HRM (Gary Dessler)
•
It usually involves action research, which
means collecting data about a group,
department, or organization and then feeding
the information back to the employees so they
can analyze it and develop hypotheses about
what the problems might be.
•
It applies behavioral science knowledge to
improve the organization’s effectiveness.
35
Chapter 8
HRM (Gary Dessler)
Characteristics Of OD (Contd…)
• It changes the attitudes, values and beliefs of
employees so that the employees themselves
can identify and implement the technical,
procedural, structural, or other changes needed
to improve the company’s functioning.
• It changes the organization in a particular
direction—toward improved problem solving,
responsiveness, quality of work, and
effectiveness.
36
Chapter 8
HRM (Gary Dessler)
OD Interventions or Techniques
1. Human Process Applications
2.
Technostructural Interventions
3.
HRM Applications
4. Strategic OD Applications
37
Chapter 8
HRM (Gary Dessler)
1.
Human Process Applications
Human Process OD techniques
generally aim first at improving human relation
skills.
 Sensitivity training
A method for increasing employees’ insights into
their own behavior by candid discussions in groups
led by special trainers.
 Team building
A method for clarifying and bringing into the open
intergroup misconceptions and problems so that
they can be resolved.
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Chapter 8
HRM (Gary Dessler)
Human Process Applications (Contd…)
 Confrontation meetings
A method for clarifying and bringing into the open
intergroup misconceptions and problems so that they
can be resolved.
 Survey research
A method that involves surveying employee’s
attitudes and providing feedback to the work groups
as a basis for problem analysis and action planning.
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Chapter 8
HRM (Gary Dessler)
2.
Technostructural Interventions
OD practitioners are also increasingly involved in
changing firm’s structures, methods, and job designs
using an assortment of Technostructural interventions.
These interventions generally focus directly on improving
productivity and efficiency.
In a formal structural change program, the employees
collect data on the company’s existing organizational
structure; they then jointly redesign and implement a new
one.
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Chapter 8
HRM (Gary Dessler)
3.
HRM Applications
OD practitioners increasingly use action
research to enable employees to analyze and change
their firm’s personnel practices.
Targets of change might include the
performance appraisal and reward systems, as well as
installing diversity programs.
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Chapter 8
HRM (Gary Dessler)
4.
•
Strategic OD Applications
Strategic interventions are organization wide OD
programs aimed at achieving a fit among a firm’s
strategy, structure, culture, and external environment.
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Chapter 8
HRM (Gary Dessler)
Strategic OD Applications (Contd…)
•
Integrated strategic management is one example of
how to use OD to create or change a strategy. It
consists of four steps:
i. Managers and employees analyze current strategy
and organizational design.
ii. Choose a desired strategy and organizational
design.
iii. Design a strategic change plan— “an action plan for
moving the organization from its current strategy
and organizational design to the desired future
strategy and design.
iv. Finally implement the strategic change plan, and
measure and review the results to ensure that they
are proceeding as planned.
43