TRAINING AND DEVELOPMENT OF HUMAN RESOURCES ennai, opjectivs, | | | | After this lesson, you should be able to: + Enumerate and explain varied types of employees traning ‘Stata the diferances between training and development Discuss training and development of employees for efficient continued membership inthe organization: Reason out why management must consider training as ne ofits ‘malo unetons; and Interalze the eesponsiities ofthe personnel department and the supervises inthe oxentaton program.The Beginning of Training ‘The beginning of training can be traced to the Stone Age when people started transferring knowledge through signs and deeds to others. Vocational training started during the Industrial Revolution when apprentices were provided direct instructions in the operation of machines. Training and development are increasingly recognized now as the most important organizational activity. Rapid technological changes requires newer skills and knowledge in many areas. Training has to be continuously. offered to keep employees updated and effective. ‘Some believe that training has unnecessarily been given undue importance and that the experience on-the-job is good enough to develop the necessary skills and efficiency to perform the job. Training cannot entirely substitute for experience but it has certain definite advantages over it 1. Training, unlike experince can shorten the time require to reach maximum effieney. : Cost of training is much less than the cost of gaining experience, particularly if one is dealing with expensive equipment. ‘The results of experience can sometimes be accidental particularly when experience depends solely on trial and error. ‘The element of predictability is far less when compared to the outcome of a ‘wel-conceived and conducted training program. Training Training sthe process where people acquire capabilities to aid in the achievement of organizational goals, tisa planned efor ofthe company to facilitate learning on the job-related competencies. These competencies include knowledge, skills or behavior “that ae critical for successful job performance. The goal of training is for employees to master the knowledge, skills and behaviors emphasized in taining programs and to apply them in day-to-day activities. Orientation: Training of new employees Orientation is the planned introduction of new employees to their jobs, co-workers and the organization. The employees need to know the company policies, rules and regulations and the company direction in order to adapt to the new working environment. The systematic approach to orientation requires attention to attitudes, ‘behaviors and information that new employees need. Orientation to be meaningful, requires cooperation among individuals in the HR unit and other managers and supervisors. The HRD has to design the orientation Program and incorporate the following topics:|. Company policies, rules and regulations These cover reporting for work time in, time out policies related to employee discipline and behavior while at work and other important company regulations. oaks ont dayechons 2 Corporate Mission and Vision, company officers and corporate goals and objectives its product and services and other important clienteles. 3. Explain company pay system, benefits and other servicesavailable toemployees and their families. 4. Provide overview of job setting and work rules. 5, Introduce the employee to co-workers and the company working environment. 6. Safety rules and health programs. ‘The purpose of orientation of new employees ~ The overall goal of orientation is to help new employees learn about the organization as soon as possible so that they can begin contributing to the company’s goals and objectives. From the perspective of the + employers and the employees, the orientation process has the following purposes; 1, Productivity enhancement ~ Both the employer and employee want to start right and become productive as soon as possible, 2. Tumover reduction - Employees with effective orientation programs tend to stay longer with the company. Fast employee's tumover rate affects productivity and efficiency. 3. Organization effectiveness — Well-oriented employees can immediately contribute to the goals and objectives of the organization, 4. Favorable employee impression ~ A good orientation program creates a favorable impression of the organization and its work. 5. Enhancement interpersonal acceptance ~ It tries to ease the employee's entry in the work group. Employees often of concerned about meeting new people in the work force. A Systematic Approach to Training ‘Training is moving its focus to teaching employees specific skills to a broader focus of creating knowledge. Training is used to gain a competitive advantage and viewed broadly as to create an intellectual capital. The development of intellectual capital includes the following: 1. Basie skills ~ Skills needed to perform one's job effectively. 2. Advanced skills ~ The use of technology to share with other employees. 3, Understanding of the Customer Needs ~ The global market is quality competitive,One of the key characteristics of training system that contribute to competitiveness is that they are designed according to the instructional design process, It refers to the systematic approach for the development of training programs. The following steps are integral instructional processes: Teas 1. Gonductlag needs assessment @. Organizational analysis b. Person Analysis Task Analysis, 2. Ensuring employee's readiness for'training ¢R Thar a Attitude and motivation —_.6mn60 Layton eaqrine b. Basic skills Creating the learning environment 4. Identification of training objectives and training outcome b. Meaningful materials © Practice 4d. Feedbacks Observation of others Administering and coordinating programs adowrowiive Traini Ensitfing ante of talathg a. Selimanagement strategies b. Peer and manager support Sean, Wein Selediing waining methods 2 Presentational methods ». Hands-on methods Group methods Evaluating training programs a Hdeniication of training outcome and evaluation designs . Costbenefit analysis he sucess of ny taining program can be gauged bythe amount flaming that ‘Qccurred and is transferred to the job. Training and learning will take place through the informal work groups whether an organization has a coordinated effort or netreared designed taining program can give better results because what may be learned may not be the best for the organization, 1. Assessment Phase {Training is designed tohelp the organization accomplish its objective. Planners cieertige the need for taining and specty the taining objectives and the taining SERS gan important part ofthe company’s suategi human resource planing E he icentifcaion ofthe knowledge, ski, abilities that wil be needed by te employees in the future as both jobs and the organization change, Both intereel % Organizational Analysis - the specific source of information and SPerational measures or an organization level needs analysis, which include the following; + Grievances + Accident record + Observations * Exit interview + Customer's complaints ‘+ Equipment utilization and breakdown * Material wastage, scraps, and quality control data ‘Training committee, observation and need assessment data © adividual Analysis ~ The use of performance appraisal data in making this individual analysis is the most common approach, A pevtormaree 2. Employees Readiness for Training sets foot in the training room, A The employees must set a positive tone for training. That atituce toward sets ey mat be cultivated and made an integral requirement before th employee sitive attitude is the desire of the 1 trainee tolearn the content of the training program. Motivation is related to knowledge gain, behavior change or skill acquisition in the training. tis the role of the manager and the supervisor to assure that the employee has the highest degree of learning, before he is sent to the program. ‘The following factors influence the motivation to learn: a. Self-efficacy- It is the employee's belief that he can successfully learn the content of the training. The employee must understand that the training, is for his advantage and leaming gain could be an asset for the future advancement. ‘Understanding the Benefits or Consequences of Training ~ The employee ‘must understand that the training is related to his job, personal and career benefits as it may include process or procedures to make his work easier and is needed due to change in work technology. Awareness of Training Needs, Career Interest and Goals - The employee ‘must be given the choice of what training program he would like to attend. This should be related to his needs, career interest and personal goals in the organization as discussed with his immediate superior. Basic Skills - This refers to the degree of the employee's desire to learn the cognitive ability, reading and writing skills and other technology changes necessary in the work environment 3. The Learning Environment / Learning involves a permanent change in behavior. For employees to acquire knowledge and skills in the training program and apply the information in their / job, the training program needs to include specific earning principles. a. Employees need to know why they should learn - They must understand why they have to attend the training program. The objective and purpose ‘must be made clear to the employees, b, Employees need to use their own experiences as bases for learning - ‘Training could be meaningful if itis linked to their current job experiences and tasks. The lessons should be presented on the level of employees’ understanding. ¢. Employees need to have the opportunity to practice ~The opportunity to practice the learning should be provided in the program, Practice makes perfect as the saying goes. 4. Employees need feedback ~ The employees need to know how they are meeting the training objectives. Feedback should focus on specific behavior and should be immediately communicated to the employee.ce. Employees learn by observing and interacting with others — Community of practice refers to a group of employees who work together to learn from each other and develop a common understanding on how to get the work done. f Employees need training programs to be properly coordinated and arranged. Coordination is the most important aspect of training administration. It means coordinating activities before, during and after the program. Analyzing Training Needs ‘The immediate and specific needs of a company are determining factors in the selection of the training courses and materials. Standard as to the amount of training that should be provided for each type of job may not be readily established, as many other factors must be considered such as the liability and experience of the learner and the complexity of the things to be leamed. The personnel manager, with the cooperation of the line supervisors js in the best position to establish what and how much training is needed. ‘The need for training is usually indicated in the following instances: 1. When required skill is not possessed by anyone in the work force; 2. When an employee's performance is below standard, but he has the potential to improve the productivity; When morale or production is low; When there is a fast turnover of the personnel; When the rate of absentecism or accident is high; When restiveness or dissatisfaction mounts; When supervision is lax; When new technology is introduced ‘Training needs may be ascertained by considering the following questions: 1. Is there a problem to be solved? 2. Where does it exist (which department)? 3. Who needs the training? 4. What is the nature of the training? (remedial or improvement required by the situation) ‘The subject matter is best determined by a survey of company needs with the help of a questionnaire and job analysis and by examining various records pertaining to cost, labor tumover, absenteeism and other relevant factors in the particular ‘organization. The cooperation of line supervisors in determining needs and priorities will be necessai 154. Transfer of Training, ‘Transfer of training is the practical application of what was leamed in the program. Immediate supervisors and peers support opportunity to practice Phat was learned the technology in the work area and self-management skills Influence the climate of transfer. The environment is the laboratory for the transfer of learning, 5, Selecting the Training Methods 'A number of different methods can be used to help employees acquire new knowledge, skills and behavior. Technology has a major impact on the detivery of training programs. New technology allows trainees to see, feel and hear how equipment and other persons respond to their behavior. The multimedia has greatly changed the training landscape and training now could be less costly __ Presentation Method ~ is the passive receipt of information that includes the traditional instructions, distance learning and audiovisual techniques. ‘These are deal for presenting new facts, information, different philosophies and alternative solutions or processes. by. Hands-on Training.-This efersto the training method that require on-the- paneeang amuleon business games, cate studies, behavior modeling, Interactive videos and seb-based taining ¢. Group Building Method - It helps trainees share ideas and experiences, build group or team identity, understand the dynamics of interpersonal relationship and get to know their own strengths and weaknesses and those of their co-workers. Various training techniques are available to improve work-group or team performance to establish new teams and to improve interactions among different teams. All involve examinations of feelings, perceptions and beliefs about the function of the team. This develops discussions and development of plans to apply what was learmed that will improve team performance on the job 6. Evaluating the Training Program Evaluation of training compares the post-training results to the objectives expected by the management, trainers and the trainees. Training is often done seithout any thought of measuring, evaluating and seeing how well it works after, Training is both time-consuming and costly and therefore evaluation must be done. Training assessment will measure the benefits derived from the activity. ‘What the employees learn is directly related to what they earn; hence, evaluation of training is put into practice. (One way to evaluate training is to examine the cost associated with the training and the benefits received through cost-benefit analysis. The best way is tomeasure the value of the output before and after the training, Any increase represent the benefits resulting from training,a. Learning ~ It represent the level of how well the trainees have leamed. facts, ideas, concepts, theories and attitudes. Tests on training materials are commonly used for evaluating learning and can be given before and after training to compare results b. Behavior - There must be a change in the work attitude and behavior of the trainee after the training. Observable behavior must be measured in terms ‘of work improvement, increased work output, and work effectiveness. The trainee must be able to display a better look at the work environment and increased productivity must be observed. Management should observe performance as a gauge to effectiveness of training, c. Results -Employer evaluate results by measuring effects of training on the achievement of organizational objectives. Because results such as productivity, turnover, quality, time, sales volume, and cost are relatively concrete, comparing records before and after the training can do the evaluation, Criteria for Evaluation of Training Training effectiveness should be assessed on the basis of solid grounds. Sometimes trainers and managers rely on superficial employee reactions. If trainees applaud the resource person, the lecture or demonstration, it is a success. If they are happy to have taken the course that is enough. IE notices that on the first day back on the job they seem to be using the skills learned, one may conclude that the training money. ‘was well spent. Those conclusions are entirely wrong. One should look at long-term performance, not immediate superficial results, ‘Training programs are usually evaluated on the basis of their intended objectives. Five steps to a meaningful evaluation: 1. Determine what to Measure. Decide before you begin training what you want to change. The number of customer complaints? The rate of scrap? The number of employee grievances? The number of quality defects? 2. Establish the Base line. Make sure you know the level of performance before training begins. This allows you to make a legitimate comparison to determine training effects 3. Isolate Variables. One variable is the Hawthorne Effect, named after a General Electric plant that was studied in landmark performance experiment several years ago. The effect: Employees improved their performance simply because Of the attention of the research study ~ not because of any changes in their ‘working condition, 4, Measure Attitudes. This goesback tothe problem of measuring initial reactions, but itis valuable in the overall evaluation. Did the trainees like the training? Did they think it was valuable? Often, they can provide valuable feedback and suggestions in improving training techniques.5. Measure Performance. Go back to your base line and see what the results of the training are in terms of the criteria you have established. Track performance ‘over a long period of time so you can be sure the improvement is established, Human Resource Development Development refers to formal education, job experiences, relationships, and assessments of personality and abilities that employees prepare for the future. Development can be thought of as the growing capabilities that go beyond those required by the current job. It represents the employee's ability to handle variety of assignments. Development helps the employee prepare for other positions and increase their ability to move into other jabs that may be available in the future. It prepares also the employee for changes in current jobs due to changes in technology, ‘work design and customers or new products or new type of market Planning and Choosing a Development Approach While training considers analysis as an important component of any training program development needs analysis because it is necessary to identify strengths and ‘weaknesses of those that will be given these organizational interventions. Assessment involves collecting information and providing feedback on employee's behavior, communication style or skills or leadership potentials as preparation for formal induction to the development program. ‘The following processes are used in the assessment: 1, Assessment Centers - Employees are sent to assessment centers to take examination covering personality tests, communication skills, personal inventory assessments, benchmarking and other examinations. The center is manned by a group of teams that assesses the individual potential forleadership and other capabilities or qualities that may be used by the organization in its future operations. Psychological Testing ~ Pencil and paper tests have been usedl for years to determine employees’ development potentials and needs, Intelligence tests, verbal and mechanical reasoning tests can furnish useful information about factors of motivation, reasoning, abilities, leadership styles, interpersonal response traits and jab preferences. Performance Appraisal -Performance appraisal that measures the employees’ potential when done properly could be a good source of development information. Observable and measurable output, attitude and behavior, data ‘on productivity, employee relations job knowledge and leadership behavior are important source of employee information. These are usually available in the personnel fileHuman Resources Development Approaches In - House or on Company Site - The planned activities that could be developed within the company or while the employee is at work are those activities that will enhance employees’ potential to assume other jobs that the company needs in its ‘operation. Itis imperative that managersand supervisorsplan coordinate development efforts so that the desired developments actually occur. The following are the In-House “Approaches 1. Management Coaching - The immediate supervisor coaches he subordinate employee in performing certain functionsthat arenecessary foritsadvancement. It combines observations and suggestions. This is best when involves good relationships. Committee Assignments ~ Assigning promising employees to important ‘committees can give the employees a broadening exercise and can help them to understand the personalities issues and processes governing the organization, Pr eoes P governing the org: nae Job Rotation this isthe process of shifting employees from one job to another AA substantial managerial time is needed when trainees change positions. The trainees must be acquainted with different people and techniques in each new unit. Assisant-to-the Position -This isthe assignment of anassistant tothe position ‘who works directly under the manager, He is given the opportunity to deal with challenging and interesting tasks, Stadies and other tasks are assigned for analysis before they ae given the head for final implementation. Tres entnnacnenks wanes oor teege nq om Job Enlargement ~ refers to adding challenges or new responsiiies tothe employee's current jb. Ths could include such activities as special projets assignments, switching roles within a work team or research activities Twelulee vires end aitote Mentoring -Emplojises in also develop sis and increase their knowledge about the company and its operation by interacting with more experienced organization members. Mentoring helps new members bring together successful senior employees with less experienced members. ‘or Outside Development Interventions ‘This technique can be effective because the individuals are given the opportunity to get away from the job and concentrate solely on what is to be leamed. These interventions are usually held outside at the company’s expense and will serve as a break from the oifice monotony. ‘The following are some of the development programs: 1. Formal Education ~ the company sends the employee to formal seminars, workshops and other training programs offered by training consultants and agencies. Some companies send their employee to take advanced studies in the Braduate programs in exclusive schools or take courses in foreign countries.80 The condition is usually that an employee is tied to a contract to serve the company for a number of years for every year of outside training. = Futie. of Lpcetahentg ete VAMAUE te galt ‘Team Building — These organizational intervehifons are usually conducted away from work about three to four days. The employees are organized into team and solve common problems related to relationships. The focus is on human relation issues and poor team-work. Case Studies - This is a classroom type of training techniques that provides a medium through the application of management behavior concepts and analysis. Cases are either through the use of multi-media or case problems that are developed similar to those existing in the work environment. Group case analysis and presentations are made and discussions facilitate the learning, experience. |. Role Playing — Role-playing is a development technique requiring the trainee to assumes a role in a given situation and act the behavior associated with it ‘The facilitators provide the script and the group evaluate the performance. The other participants provide comments and suggestions after each performance. ‘Simulation ~These are business games developed by human resource experts that require the participants to analyze a situation and decide the best course ‘of action based to the given data.CASE STUDY 5 ‘The ABC Training Program ‘The ABC Corporation has been engaged in the manufacture of electronic components for automobiles for the last five years. The company employs 350 employees and about 30 supervisors and managers. The increase in technology requires that employees be sent to training to cope with the increasing demand for updated new products consistent with the demand of local and foreign customers. ‘The HR Manager suggested that three of the managers and eight supervisors be sent to the mother company in Japan for updates in technology on car electronics, The vice president for finance and the operation manager opposed the recommendation on the basis of cost-cutting and lack of personnel to handle the operations while they were away for two months. They suggested that technicians from the mothet company be invited instead to handle the training in the Philippines. The cost of training by the mother company would double the cost of training as they are paid higher allowances and salaries that will be charged to the local company. Note ~ Use the Case Format erating, eatk