Training and Development

from employment to employability

Alima Aktar, Ph.D.

Assistant Professor of HRM, Department of Management, North South
University
 Orientation and Onboarding

Orientation Onboarding

Typically a one day program Extends well beyond the first day

Focuses on organization’s vision, mission, Cultivates long term relationship building and
structure and policies access to information

Includes a review of employee handbook Promotes better understanding of working

environment and culture

Completion of payroll and benefits Fosters a feeling of belonging and affirmation of

making the right choice

Other administrative issues Helps employees to be effective in their job

sooner
Increasing Productivity through Employee
Onboarding

Productivity
With Onboarding

Benefit

Without Onboarding

First Weeks in a new Job

 Induction Programme

Induction is the orientation session of the new employees. I t teaches new

employees what they need to know about their new work environment to
perform their jobs properly.

Orientation Helps New

Employees

Know what is
Feel welcome Understand the Begin the
expected at
and comfortable organisation socialisation
work
 Role of training

- Training compensates for the inability to select quality applicants

- Jobs change over time

- No employees have the complete package

- There is always room for improvements

- Organizations spend $51.4 billion each year in training

- $1202 per employee
What can be learned how?

Training
Knowledge

Competence

Talent Develop Experience

Intelligence
Training and Development

Training
Development
process of providing
employees necessary process of providing employees
KSA for doing necessary KSA for doing
current jobs current and future jobs

Negligent Training
A situation where an employer fails to
train adequately, and the employee
subsequently harms a third party.
Training Process
 Training Need Analysis

identifying all the skills
employees possess - even
those not currently used
on the job
conducted to determine
Organisational
the fit between an
organisation’s internal
environment and its
stated goal

Operat ional
Skill Need Analysis
(task)

assessing the detailed study of a job

performance of
employees to determine
whether a gap exists
between current and
desired performance
to identify the skills
required so that an
appropriate training
Person programme may be
developed
 Task analysis

Job analysis identifies

Task
Conditions
KSOs

Task analysis identifies how tasks are learned

Expected at time of hire
Easily taught on the job
Current training program
No training
 Person Analysis: Current Employees’ Training
Needs

Performance appraisal scores

Surveys
Interviews
Skill and knowledge test
Critical incidents
 Person Analysis

Data input Drawer Cross selling friendliness Attendance Services

Accuracy knowledge

Walter 5 2 3 5 5 2

Jesse 4 5 1 5 5 4

Piper 5 4 4 5 5 5

1= Poor; 3= Satisfactory; 5 Excellent

Corporate Fields where Training Courses are used

Unique Training Needs

Customized training
Training as part of a large-
addressing special
scale change initiative
development needs for teams
E.g. IT-implementation,
and individuals
cultural change
E.g. sales training
Planned,
strategically Demanded
decided
Regular training for specific Training for employees
target groups offered on demand at high
E.g. newly-appointed volume
managers, new hires E.g. group conflict training

Standard Training Needs

Training Methods
• Apprenticeship Training • Computer-Based Training (CBT)
• Informal Learning • Simulated Learning
• Job Instruction Training • Internet-Based Training
• Job rotation • Learning Portals
• Lectures
• Programmed Learning
• Audiovisual-Based Training
• Vestibule Training
• Teletraining and Videoconferencing
• Electronic Performance Support Systems
(EPSS)
What Is Management Development?
• Management development
 Any attempt to improve current or future management performance by imparting
knowledge, changing attitudes, or increasing skills.
• Succession planning
 A process through which senior-level openings are planned for and eventually filled.
 Anticipate management needs
 Review firm’s management skills inventory
 Create replacement charts
 Begin management development
Management Development Techniques

Managerial On-the-Job Training

Job Coaching and Action

rotation understudy learning
Other Management Training Techniques

Off-the-Job Management Training

and Development Techniques

The case study method

Role playing/Behavior
Management games
Modeling

Outside seminars Corporate universities

- In-house development center
University-related programs Executive coaches
Advantages of „On-the-job“ versus „Off-the-job“ -
Training

On-tte-Job Off-the-Job

Natural and job-related Expertise and experience of training

conductor
Lower costs of development
measure Professional learning environment

Immediate application of newly Focus on training, limited job-

acquired knowledge related disruptions

Immediate Feedback Networking among participants out

of different functions and countries
Opportunity to monitor
development advances

Motivation to learn
Levels of Training Evaluation
according to Kirkpatrick

What are the immediate reactions

Reaction of the participants after the Questionnaire
training?

Have the participants acquired Tests,

Learning knowledge as it was intended? Examination

Did the training lead to changing

Observation,
Behaviour behavior at the participant‘s daily
Evaluation
work?

Did the training impact

Performance
Results achievements of organizational
Indicators
goals?
 Summary

• Training & Development

• Training Process
• Training Need Analysis
• Strategic Training Plan
• Types of Training
• Training Evaluation
• Learning Environment