Chapter
Training Employees
6
1.
What Do I Need to Know?
Discuss how to link training programs to
organizational needs.
Explain how to assess the need for training.
Explain how to assess employees’ readiness for
training.
Describe how to plan an effective training
program.
Compare widely used training methods.
Summarize how to implement a successful
training program.
Evaluate the success of a training program.
Describe training methods for employee
orientation and diversity management.
C H A P T E R
2.
3.
4.
5.
6.
Analyzing Work and
Designing Jobs
7.
8.
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Software Human Resource Council
The Software Human
Resource Council (SHRC) is a
nonprofit council established to
address the human resource
needs of the Canadian
software sector. The SHRC
has developed an
Occupational Skills Profile
Model which is an HR
reference for IT occupations
that allows comparison of jobs
and the identification of
competencies required for
success
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Work Flow in Organizations
 Work

flow design
The process of analyzing the tasks necessary
for the production of a product or service
 Job

A set of related duties
 Position

The set of duties performed by one person
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Work Flow Analysis
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Work Flow in Organizations
To efficiently produce the desired outputs
the organization’s structure brings
together people who must collaborate
 Centralized structure


Authority is concentrated at the top
Decentralized

Authority spread among many people
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Job Analysis
Organizations need to understand and
match job requirements and people
Job Analysis:


Process of getting detailed information about jobs
Knowledge is needed for:




Staffing
Training
Performance appraisal
Other HR functions
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Sample Job Description
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Sample Job Specifications
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Job Descriptions vs. Specifications
Job Description


A list of the tasks,
duties, and
responsibilities (TDRs)
that a particular job
entails
Focuses on activities
Job Specifications

A list of the
competencies that an
individual must have to
perform a particular job

Looks at the required
qualities of the person
who will perform the
work
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Sources of Job Information
Incumbents
• People who currently hold that
position in the organization
• Provide accurate estimates of time
Observers
• Supervisors should review the
information provided by incumbents
• Identify importance of job duties
Government
• National Occupational Classification
(NOC) provides standardized
information about jobs
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Job Analysis Methods
Position Analysis
Questionnaire
One of the broadest and most researched
instruments for analyzing jobs
• Information input and mental processes
• Work output
• Relationships with other persons
• Job context and other characteristics
Task Analysis
Inventory
Focuses on the tasks performed in a
particular job
• Several variations exist
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Ltd.
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Job Analysis Methods
Fleishman
System
The results provide a picture of the
competency requirements of a job
• Survey is based on 52 categories of abilities
• Uses 7-point scale for each category e.g. written
comprehension, deductive reasoning
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Importance of Job Analysis
Work
redesign
Job
Evaluation
Career
planning
HR Planning
Selection
Job Analysis
Training
Performance
appraisal
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Trends in Job Analysis

Beginning to appreciate the need to analyze jobs
in the context of structure and strategy
Today’s workplace needs to be adaptable
 Must detect changes that occur in jobs
 Need for competency frameworks
 Competencies the entire organization needs
 De-jobbing
 Viewing organizations as having work to be
done, rather than jobs held by individuals
 Expanded use of project-based structures

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Job Design
Job Design
 The
process of defining the way work will
be performed and the tasks that a given
job requires
Job Re-design
 Changing
an existing job design
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Approaches to Job Design
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Motivational Considerations
Job Enlargement
 Broadening the types of tasks performed in the job i.e.
job extension and job rotation
Job Enrichment
 Engaging workers by adding more authority
Self-Managing Work Teams
 Creating self-managing teams
Flexible Work Schedules
 Employee have say in how work is structured i.e.
flextime, job sharing, compressed workweek
Telework
 Flexibility extended to work location
© 2005 McGraw-Hill Ryerson Ltd..