Lesson 1: Training and Development
Training
It consists of organization’s planned efforts
to help employees acquire job-related
knowledge, skills, abilities and behaviors,
with the goal of applying these on the job.
A training program may range from formal
classes to one-on-one mentoring, and it may
take place on the job or at remote locations.
No matter what its from, training can benefit
the organization when it is linked to
organizational needs and when it motivates
employees.
Training is so essential in modern
organizations; it is important to provide
training that is effective. An effective
training program actually teaches what it is
designed to teach, and it teaches skills and
behaviors that will help the organization
achieve its goals.
However, ineffective training program will
just waste time and money to the company,
so these training must be prevented.
Instructional Design
A process of systematically developing
training to meet specified needs.
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Needs Assessment
The process of evaluating the organization,
individual employees, and employees’ tasks
to determine what kinds of training, if any,
are necessary.
The needs assessment answers questions in
three broad areas:
1. Organization – What is the context in
which training will occur
2. Person – Who needs training
3. Training – What subjects should the
training cover?
Organization Analysis
A process for determining the
appropriateness of training by evaluating the
characteristics of the organization.
Anyone planning a training program must
consider whether the organization has the
budget, time, and expertise for training.
Person Analysis
A process determining individual’s needs
and readiness for training.
It involves answering several questions:
Do performance deficiencies result from a
lack of knowledge, skill, or ability? (If so,
training is appropriate; if not, other solutions
are more relevant.)
Who needs training?
Are these employees ready for training?
Performance Problem
When needs assessment is conducted in
response to a performance problem, training
is not always the best solution. The manager
should identify all the variables that can
influence performance. The primary
variables are the person’s ability and skills,
his or her attitudes and motivation, the
organization’s input (including clear
directions, necessary resources, and freedom
from interference and distractions),
performance feedback (including praise and
performance standards), and positive
consequences to motivate good
performance.
Remember: Only ability and skills can be
affected by training,
Task Analysis
The process of identifying and analyzing
tasks to be trained for
Task analysis is conducted along with
person analysis. Understanding
shortcomings in performance usually
requires knowledge about the tasks and
work environment as well as the employee.
How to do it?
First, the analyst interviews employees and
their supervisors to prepare a list of tasks
performed in that job. Then the analyst
validates the list by showing it to employees,
supervisors, and other subject-matter experts
and asking them to complete a questionnaire
about the importance, frequency and
difficulty of the tasks.
Readiness for Training
It is a combination of employee
characteristics a positive work environment
that permit training.
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Employee Readiness Characteristics
Employees learn more from training
programs when they are highly motivated to
learn—that is, when they really want to
learn the content of the training program.
Employees tend to feel this way if they
believe they are able to learn, see potential
benefits from the training program, are
aware of their need to learn, see a fit
between the training and their career goals,
and have the basic skills needed for
participating in the program.
Work Environment
Readiness for training also depends on two
broad characteristics of the environment:
Situational constraints are the limits on
training’s effectiveness that arise from the
situation or the conditions within the
organization. Social support refers to the
ways the organization’s people encourage
training, including giving trainees praise and
encouraging words, sharing information
about participating in training programs,
expressing positive attitudes toward the
organization’s training programs.
Planning the Training Program
Decisions about training are often the
responsibility of a specialist in the
organization’s training and human resources
department. When the needs assessment
indicates a need for training and employees
are ready to learn, the person responsible for
training should plan a training program that
directly relates to the needs identified.
Objectives of the Program
A training program based on clear objectives
will be more focused and more likely to
succeed. When trainers know the objectives, Planning the Training Program
they can communicate them to the
Choice of Training Methods
employees participating in the program.
Whether the organization prepares its own
training programs or buys training from
Effective training objectives have several other organizations, It is important to verify
characteristics: that the content of the training relates
directly to the training objectives. Relevance
 They include a statement of what
to the organization’s needs and objectives
the employee is expected to do
ensures that training money is well spent.
the quality or level of
Tying training content closely to objectives
performance that is acceptable,
also improves trainees’ learning, because it
and the conditions under which
increases the likelihood that the training will
the employee is to apply what he
be meaningful and helpful. Training
or she learned (for instance,
methods fall into the broad categories:
physical conditions, mental
presentation, hands-on, and group-building
stresses or equipment failure)
methods.
 They include performance
standards that are measurable
 They identify the resources
needed to carry out the desired
performance or outcome.
Successful training requires
employees to learn but also
employers to provide necessary
resources.

Participants Training Methods

Some training programs are developed for
all employees of the organization or all A wide variety of methods available for
members of a team. Other training programs conducting training.
identify individuals who lack desirable skills
or have potential to be promoted, then
provide training in the areas of need that are
identified for the particular employees

In-House or Contracted Out?

If the company lack an expertise in training
then they can contact outside experts to
develop and instruct training courses.

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Classroom Instruction
- Typically involves a trainer lecturing
a group. Trainers often supplement
lectures with slides, discussions, case
studies, question-and-answer
sessions, and role playing, actively
involving trainees enhances learning.
Audiovisual Training
- Trainees can also work
independently, using course material
in work books, on DVDs, or on the
internet. Audiovisual materials can
easily be made available on a variety of
devices, from desktop computers to the
tiny screens of smartphones and MP3
players.
Computer-Based Training
- Computer-based training,
participants receive course materials
and instruction distributes over the
internet or CD-ROM. These
materials are interactive,
participants can answer questions
and try out techniques with course
materials adjusted according to
participant’s responses. It
generally less expensive than putting
in an instructor in a classroom of
trainees.
On-the-Job Training
- Refers to training methods in which
a person with job experience and
skill guides trainees in practicing
skills at the workplace.
Apprenticeship
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- A work-study training method that
teaches job skills through a
combination of on-the-job training
and classroom training
Internship
- On-the-Job learning sponsored by an
educational institution as a
component of an academic program
Simulations
A training method that represents real-life
situation, with trainee making decisions
resulting in outcomes that mirror what
would happen on the job. It enables trainees
to see the impact of their decisions in an
artificial, risk-free environment.
Behavior Modeling
- Research suggests that one of the
most effective ways to teach
interpersonal skills. This involves
training session in which participants
observe other people demonstrating
so the desired behavior, then have
opportunities to practice the behavior
themselves.
is Experiential Programs
- To develop teamwork and leadership
skills, some organizations enroll their
employees in this form of training.
Participants learn concepts and apply
them by simulating behaviors
involved and analyzing the activity,
connecting it with real-life situations.
Cross-Training
- Team training in which team
members understand and practice
each other’s skills so that they are
 prepared to step in and take another For employees to apply what they learned,
member’s place. certain conditions must be in place: social
support, technical support, and self-
Coordination Training
management.
- Team training that teaches the team
Measuring Results of Training
how to share information and make
decisions to obtain the best team The stage to prepare for evaluating a training
performance. program is when the program is being
developed. Along with designing course
Team Leader Training
objectives and content, the planner should
- Training in the skills necessary for identify how to measure achievement of
effectively leading the organization’s objectives.
teams
Action Learning
Training in which teams get an actual
problem, work on solving it and commit to
an action plan, and are accountable for
carrying it out.

Implementing the Training Program

Implementation of a training program should
enable employees to transfer what they have
learned to the workplace—in other words,
employees should behave differently as a
result of the training,
Applying the Evaluation
Materials that are needed in the training
The organization may identify a need to
must be ready in advance to make sure that
modify the training and gain information
the training will be given without any
about the kinds of changes needed. The
problem. Check on the written materials if
organization may decide to expand on
they are readable. See to it that other
successful areas of training and cut back on
equipment are working (computer, projector,
training that has not delivered significant
microphone etc.). Trainer/Speaker must be
benefits. Unfortunately, organizations often
in the venue of the said schedule.
fail to gain the insights that come from
Transfer of Training- on-the-job use of careful evaluation of training. This leaves
knowledge, skills, and behaviors learned in room for companies that take evaluation
training. It requires that employees actually seriously to gain an edge over competitors
learn the content of the training program. by fully preparing their employees.

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 - The identification, measurement, and
management of human performance
Application of Training
in organizations.
Orientation of New Employees
 Identification means
Training designed to prepare employees to
determining what areas of
perform their jobs effectively, learn about
work the manager should be
their organization, and establish work
examining when measuring
relationships.
performance
Organizations provide orientation because,  Measurement is the
no matter how realistic the information centerpiece of the appraisal
provided during employment interviews, system, entails making
people feel shock and surprise when they managerial judgements of
start a new job. how “good” or “bad”
employee performance was.
Newly hired employees need to become
familiar with the job tasks and learn the  Management is the overriding
details of the organization’s practices, goal of any appraisal system.
policies and procedures, Appraisal must take a future-
oriented view rather than
past-oriented activities.
The Performance Appraisal Process
Performance Appraisal
Development and Careers
As Human Resources give importance to
their employees, they help them improve
their jobs and develop their careers.

Performance Management vs
Performance Appraisal
Performance Management – is the process
of identifying, measuring, managing, and
developing the performance of the human
resources in an organization. Why do we conduct performance
appraisal?
Performance Appraisal – is the ongoing
process of evaluating employee Communicating
performance.
To provide an opportunity for formal
communication between management and

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the employees concerning how the  To rate the performance of the
organization believes each employee is employees and evaluate their
performing. It requires that employees have contribution towards the
the opportunity and ability to provide organizational goals.
feedback to their bosses in order to make  Helps the employees to clearly
sure that the communication is understood understand their roles and
responsibilities and give direction to
Decision Making (Evaluating)
the individual’s performance
To allow management to make decisions  To align the individual performances
about employees within the organization. with the organizational goals and
We need to make decisions based on also review their performance.
information, the information we get from
our communication.
We use information from annual
performance appraisals to make evaluative
decisions concerning our workforce
including pay raises, promotions, demotions,
training and development and termination.
Motivating (Developing)
Can be defined as the willingness to achieve
organizational objectives. We want to create
this willingness to achieve the organization’s
objectives, which in turn will increase
organizational productivity,
To provide motivation to our employees to
Common problems with the Performance
improve the way they work individually for
Appraisal Process
developmental purposes, which in turn will
improve organizational productivity overall. Bias – is simply personality-based tendency,
either towards or against something. In the
case of performance assessment, bias is
Performance Appraisal Methods toward or against an individual employee.

Objectives: Stereotyping – is mentally classifying a

 To measure the performance of the
employees and the organization to
check the progress towards the
desired goals and aims.
person into an affinity group, and then
identifying the person as having the same
assumed characteristics as the group.
Halo-error – This error occurs when the
evaluator has a generally positive or
negative (negative halo error is sometimes

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called as “horns error”) impression of an
individual , and the evaluator then
artificially extends that general impression
to many categories of performance to create Avoiding Performance Appraisal Process
an overall evaluation of the individual that is Problems
either positive or negative.
Develop Accurate Performance Measures
Distributional errors – These errors occur
- Use multiple criteria
in three forms: severity or strictness, central
- Minimize the use of the trait-based
tendency, and leniency.
evaluations
Similarity error – This error occurs when
Train Evaluators
raters evaluate subordinates that they
consider more similar to themselves as - Train evaluators to overcome the
better employees, and subordinates that they common problems of assessment
consider different themselves as poorer - Train evaluators to use the
employees, measurement methods and forms.
Proximity error – This error states that Use Multiple Raters
similar marks may be given to items that are
Debriefing the Appraisal
near (proximate to) each other on the
performance appraisal form, regardless of
differences in performance on those
measures.
Recency error – This error occurs when
raters use only the last few weeks or month
of a rating period as evidence of their ratings
of others.
Contrast error – the rater compares and
contrasts performance between two
employees, rather than using absolute
measures of performance to measure each
employee.
Attribution error – it might occur when the
rater observes an employee action- such as Conducting an Evaluative Interview
an argumentative answer to a question—and During the Interview, encourage employees
assumes that the individual has a negative to talk and listen to the critique of their
attitude toward the job and is a poor performance. When we are the employee,
performer. we should be open to negative feedback,
even if we don’t agree with it.

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 Daniel Goleman’s 5 aspect/domain to EI:
1. Knowing your emotions
2. Managing your emotions
3. Motivating yourself
4. Recognizing and understanding other
people’s emotions
5. Managing relationships

Communication Directions
Upward Communication:
It is when the lower levels of an
organization communicate with the upper
Lesson 2: Successful Employee levels of an organization.
Communication
Downward Communication:
Communication Styles and The communication occurs from the upper
Emotional Intelligence levels of the organization down to the lower
levels.
Horizontal Communication:
Communication
This occurs when people of the same level
- It is key to successful career as a
in an organization.
human resource manager or as a
manager. Diagonal Communication:
- What do we do in HR is based on
This occurs when interdepartmental
effective communication?
communication occurs when people at
- Body language is also a key
different levels of the organization.
contributor to communication. Based
on Albert Mehrabian’s research in
1960’s, he mentioned that body
language makes up 93% of our
communication.
Emotional Intelligence
It is one of the important aspects to good
communication. It can improve overtime
unlike IQ.

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Communication Styles - Facial expressions
- Eye contact
Expresser Style
- Standing or sitting posture
They like challenges and rely heavily on - Position of the hands
hunches and feelings. They are easily - Tone of voice (loudness or softness)
recognizable.
Relater Style
Management Style
They like positive attention and want to be
Management styles ties in very closely with
regarded warmly; they value friendship so
Communication style.
you need to create an environment where
they feel close to others. Remember: Communication and
Management style differs depending on the
Driver Style
employee.
They like to have their own way and tend to
be decisive. They like to be in charge of
their jobs but also in the way they Different Management Styles
communicate. They don’t like others
Task styles
wasting their time.
- Focus on getting the job done, while
Analytical Style
people-centered styles focus on
They will ask a lot of questions and behave relationships.
methodically. They don’t like to be
Participatory style
pressured to make a decision and they are
easily recognized since they ask lots of - Involves both task-oriented and
questions. people-centered styles.
Directing style
Nonverbal Communication - Is focused on the task and doesn’t
allow for employee participation.
Nonverbal language
Teamwork style
- Successful HR professionals are
excellent at reading and - Focuses on teamwork and is a
understanding nonverbal language, people-oriented style. The advantage
especially during the interview of this style is the ability to use
process. strengths from everyone on the team.
- Interviewer’s nonverbal language
Autocratic style
can also help or hinder a candidate
Nonverbal Language includes:

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 - Doesn’t allow much room employee
decision making; the focus is on
getting the task done.
No on management style
- Works in all situations, just like with
communication, you will likely want
to vary your approach based on the
situation to get the best results.
Lesson 3: Working with labor
unions and worker protection
Laws Affecting Employment in
Philippines
The lase were discussed about:
 Diversity and Multiculturalism
 Kinds of Employment in the
Philippines
 Working Conditions, Wages and
Government Mandatory Benefits in
the Philippines
 Termination of Employment in the
Philippines
 Labor Union Laws in the
Philippines, collective bargaining
 Occupational safety and health law
in the Philippines
Working with Labor Unions
Labor Relations
Based on DOLE’s policy in regards to Labor
Relations:
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Labor organization – means any union or
association of employees which exists in
whole or in part for the purpose of collective
bargaining or of dealing with employers
concerning terms and conditions of
employment.
Legitimate labor organization means any
labor organization duly registered with
the Department of Labor and
Employment and includes any branch or
local thereof
Types of Union in the Philippines
Public Sector Union or Public Employees
Organization: refers to any organization,
union or association of employees in the
agencies of government which exist in
the
whole or in part of the purpose of collective
negotiations or mutual aid, interest,
cooperation and protection.
Private Sector Union or Labor
Organization: refers to any union or
association of employees in the private
sector which exist in whole or in part for the
purpose of collective bargaining or mutual
aid, interest, cooperation, protection or other
lawful purposes.
Labor organizations are classified into 2:
Formal Sector – refers to organization with
employee-employer relationships, also
known as Enterprise-Based Unions, it is
composed of Chartered Local, Affiliate and
Independent Unions
Informal Sectors – refers to organizations
with no definite employer
 - When workers unionize,
management must work through the
union to determine policies, and, in
Creation and Composition of Labor some cases, to resolve grievances.
Unions
Collective Bargaining Agreement (CBA)
Article 213 National Labor Relations
Collective Bargaining
Commission – There shall be a National
Labor Relations Commission which shall be - It is a process where the parties agree
attached to the Department of Labor and to fix and administer terms and
Employment for program and policy conditions of employment which
coordination only, composed of a Chairman must not be below the minimum
and fourteen (14) members. standards fixed by law, and set a
mechanism for resolving their
Reasons why employees create union:
grievances.
1. Unfair labor practice cases
Collective Bargaining Agreement
2. Termination disputes
3. If accompanied with a claim for - It is a contract executed upon request
reinstatement, those cases that of either the employer or the
workers may file involving wages, exclusive bargaining representative
rates of pay, hours of work and other of the employees incorporating the
terms and conditions of employment; agreement reached after negotiations
4. Claims for actual, moral, exemplary with respect to wages, hours of work
and other forms of damages arising and all other terms and conditions of
the employer-employee relations employment including proposals for
adjusting any grievances or question
Challenges for human Resources about
under such agreement.
Labor Unions
- The presence of labor unions can
change human resources procedures
in a company. In the absence of
unions. Human resources managers
develop policies related to hiring,
compensation and benefits based
upon their research and management
determination of business needs.
- Human resources and managers
interact with individual employees to
resolve grievances and performance
issues

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