EMPLOYEE TRAINING AND
it has to align with KEEP MONITORING AND EVALUATING
DEVELOPMENT
INTRODUCTION
Employee training and development is a
broad term covering multiple kinds of
employee learning.
Employee training is a program that helps
employees learn specific knowledge or
skills to improve performance in their
current roles. Employee development is
more expansive and focuses on employee
growth and future performance, rather than
an immediate job role.
NATURE OF TRAINING AND
DEVELOPMENT
Better performance
Economy in training cost
Less supervision
Less accidents
Team spirit
Organization culture
Healthy work environment
TRAINING AND DEVELOPMENT
PROCESS
Training and development are
continuous process as the skills,
knowledge, and quality of work need
constant improvement. Since businesses
are changing rapidly, it is critical that
companies focus on training their
employees after constantly monitoring
them & developing their overall personality.
PROCESS
DETERMINE THE NEED OF TRAINING
AND DEVELOPMENT FOR INDIVIDUALS
OR TEAMS
First of all, the need has to be
seen for training
development.
Training and development of employees is
the company's goals and
objectives. If a company is trying
to start a new department or
strengthen the existing sales
team for new products, then
appropriate training is needed.
ESTABLISH SPECIFIC OBJECTIVES &
GOALS WHICH NEED TO BE ACHIEVED
The goals and objectives of the
training and development have
to be established. Whether the
goal is awareness about new
products or even installation is
required to be learn.
SELECT THE METHODS OF TRAINING.
NEXT, METHODS HAVE TO BE
DEFINED. THE TRAINING CAN BE
DONE AS A:
Classroom training
Online self-paced courses
Course with certification
Instructor led online training
CONDUCT AND IMPLEMENT THE
PROGRAMS FOR EMPLOYEES
After the plan and methods are
finalized, the training and
development programs have to
be executed where courses,
instructions are taught to the
a employees, partners, or vendors.
EVALUATE THE OUTPUT AND
PERFORMANCE POST THE TRAINING
AND DEVELOPMENT SESSIONS
Training and Development is
incomplete without proper
monitoring. Monitoring can be
done through evaluation of the
instructor as well as attendees.
Instructor evaluation can be
done through feedback or
ratings, but attendees can be
evaluated through internal or
external certifications or scores.
and
THE PERFORMANCES AND AGAIN SEE
IF MORE TRAINING IS REQUIRED
Based on the evaluation results
in the previous step,
management needs to ascertain
that if the training and
development program was
sufficient for now or more
training and enablement would
be required. Also, if future
trainings are to be planned.
RELATION AND DIFFERENCE
BETWEEN TRAINING AND
DEVELOPMENT
There is a relation between training and
development, and there is clear difference
between the two based on goals to be
achieved. Development is made to answer
the training problems:
TRAINING
Training is meant for operatives
It is reactive process
AIM: To develop additional skills
It is short term process
OBJECTIVE: To meet the
present need of an employee
Initiative is taken by the
management
DEVELOPMENT
Development is meant for
executives
It is pro-active process
AIM: To develop the total
personality
It is continuous process
OBJECTIVE: To meet the future
need of an employee
Initiative is taken by an
individual.
NEED FOR TRAINING AND
DEVELOPMENT
a costly activity as it requires a lot of
quality input from trainers as well as
employees. But it is essential that the
company revises its goals and efficiencies
with the changing environment. Here are a
few critical reasons why the company
endorses training and development
sessions.
IMPROVEMENT
When management thinks that
there is a need to improve the
performances of employees.
BENCHMARKING
To set up the benchmark of
improvement so far in the
performance improvement effort.
SPECIFIC ROLE REQUIREMENT
To train about the specific job
responsibility and skills like
communication management,
team management etc.
TESTING
To test the new methodology for
increasing productivity.
ADVANTAGES OF TRAINING AND
DEVELOPMENT
Training and development have a cost
attached to it. However, since it is
beneficial for companies in the long run,
they ensure employees are trained
regularly. Some advantages are:
Helps employees develop new
skills and increases their
knowledge.
Improves efficiency and
productivity of the individuals as
well as the teams.
Proper training and development
can remove bottlenecks in
operations.
 New & improved job positions
can be created to make the
organization leaner.
Keeps employees motivated and
refreshes their goals, ambitions,
and contribution levels.
DISADVANTAGES OF TRAINING AND
DEVELOPMENT
Even though there are several
advantages, some drawbacks of training
and development are mentioned below:
It is an expensive process which
includes arranging the correct
trainers and engaging
employees for non-revenue
activities.
There is a risk that after the
training and development
session, the employee can quit
the job.
HEALTH & SAFETY
WHAT IS HEALTH & SAFETY?
Health and safety programs are
aimed at ensuring workers are
protected, risks are minimized,
and a healthy and safe
workplace is maintained. All
employees must establish some
form of health and safety
program at the workplace.
Health and Safety is a term that
generally covers the legal
requirements that fall under the
Health and Safety at Work Act of
1974. The term Health and
Safety is generally used to
describe Occupational Health
and Safety and relates to the
prevention of accidents and ill
health to employees and those
who may be affected by their
work.
Employers and employees both
have responsibilities under the
Health and Safety at Work Act of
1974 and other pieces of Health
and Safety legislation that that
have been made under it.
Workplace health and safety is
about promoting positive
wellbeing, in terms of employee
comfort, happiness and
contentment, not simply
preventing people from getting ill
and having accidents. It also
places several serious
responsibilities on employees.
Under the Workplace (Health,
Safety and Welfare) Regulations
1992, employers have a legal
duty to ensure the health, safety,
and the welfare of employees
whilst at work. However, a key
detail of this responsibility is that
health, safety, and welfare must
be ensured "so far as is
reasonably practical". Employers
must therefore do whatever is
reasonable to ensure staff
welfare. Although, they do share
this burden as employees are
expected to cooperate with their
employer and co-workers in
order to meet legal health and
safety requirements. Even
without this obligation, it would
still be in the best interest of all
staff to protect their own health
and safety, as well as that of
others who may be affected by
their actions in the workplace.
Employers have various, more
specific requirements regarding
this need to ensure their
employee's health, safety, and
welfare. Firstly, all businesses
must identify the hazards within
the workplace and assess the
risks from those hazards,
implementing control measures
to mitigate those risks. This is
defined in law under the
Management of Health and
Safety at Work Regulations
1999. All businesses must carry
out risk assessments, however,
where you have 5 employees or
less these do not have to be
written down.
There is also a legal requirement
under the health and safety at
work act to have a written health
and safety policy, which includes
steps on how to implement the
policy. Employers must provide
the relevant training as part of
the implementation process. For
most small, low-risk businesses
just a few straightforward
measures are all that’s needed.
BENEFITS OF HEALTH AND SAFETY
Having best practice in regard to health
and safety is always morally right, but
there’s also a very strong business case
for promoting it too. A company operating
with a strong health and safety culture can:
Boost staff morale and productivity - a
safer workplace is a happier workplace!
This can lead to improved staff turnover
rates.
Reduce risks, ultimately lessening the
likelihood of incidents - less paperwork,
fewer staff absences, and less nasty fines!
Improve efficiency.
Avoid reputational damage and enjoy
lower insurance costs.
THE IMPORTANCE OF HEALTH AND
SAFETY CULTURE
Clearly, the risks that face the workforce
differ from industries and roles. However,
regardless of this, managers of all
positions must enforce a culture of health
and safety best practice.
Spreading Awareness of the
Laws
Learning from Your Mistakes
Blame Culture, Getting the
Balance Right
Ditch the Paper
Creating a good health and
safety culture is your single most
impressive weapon when
fighting hazards in the
workplace. And it goes without
saying, if you want to reduce the
number of incident reports and
keep your employees safe (and
far from insurance claims) then
you need to start creating a
safety culture, stat.
The importance of a health and
safety culture cannot be
overemphasized - it’s that
essential to your workplace. And
as for existing employees, well
they will require less supervision
as your health and safety culture
takes root in the workplace-
helping you manage your
management role more
efficiently without being the
health and safety babysitter.
When your health and safety
culture is commendable, you will
notice more things than just a
lower incident reporting. The
environment becomes a safer,
more secure place. This
enhances productivity, boosting
employee morale and loyalty in
the long run.
Health and safety are an
essential part of any business
operations; it’s not only
important for reducing risk but
also for protecting employee
wellbeing both physically and
mentally while they are on the
job.
 Employers need to make sure
they understand all relevant laws
regarding health and safety in
the workplace so they can
develop appropriate policies that
will keep everyone safe while
still maximizing efficiency within
their organizations.
DISCIPLINE AND DISMISSAL
DISCIPLINE
We can define discipline as a body of
knowledge and knowledge for the body
because the training of the mind has
inevitably involved training of the body.
Second, it signified a method of training or
instruction in a body of knowledge. (Bryan
S. Turner, 2006)
DISMISSAL
The act of sending someone away or
allowing them to leave (Oxford
Dictionaries)
TYPES OF DISCIPLINE
SELF-CONTROLLED DISCIPLINE: In this,
the employee brings his or her behavior
into the agreement with the organization's
official behavior code, i.e. the employee
regulates their activities for the common
good of the organization.
ENFORCED DISCIPLINE: It is a common
discipline imposed from the top, here the
manager exercises his authority to compel
the employees to behave in a particular
way.
APPROACHES TO DISCIPLINE
HUMAN RELATION APPROACH
correcting employee deviations.
HUMAN RESOURCES APPROACH -
treating employees as valuable resources.
GROUP DISCIPLINE APPROACH - group-
established discipline standards.
LEADERSHIP APPROACH - supervisor-
led discipline.
JUDICIAL APPROACH - legal basis for
disciplinary cases.
LEGAL BASIS FOR DISCIPLINARY
ACTION
EXECUTIVE ORDER 292 - Administrative
Code of 1987
RA 6713 - Code of Conduct and Ethical
Standards for Public Officials and
Employees
RA 3019 - Anti-Graft and Corrupt Practices
Act - 2017 RACCS
RA 7160 - Local Government Code of
1991
RA 6770 - Ombudsman Act of 1989
PRESIDENTIAL DECREE NO. 442 - The
Labor Code of the Philippines
Civil Service Commission Resolution No.
1701077 2017 - Revised Rules on
Administrative Cases in the Civil Service
WHY FIRE EMPLOYEES?
The violation of a rule, policy, or procedure
Unsatisfactory Performance
CAN AN OFFICER OR EMPLOYEE IN
THE CIVIL SERVICE BE REMOVED OR
SUSPENDED?
 No officer or employee of the
civil service shall be removed or
suspended except for cause
provided by law.
-
According to the 1987 Philippine
Constitution Article 9 - The Civil Service
Commission Section 2 No. 3
Less grave offenses are punishable by
 No officer or employee in the suspension of one (1) month and one (1)
civil service shall be removed or day to six (6) months for the first offense;
suspended except for cause as and dismissal from the service for the
provided by law and after due second offense.
process.
Republic Act No. 2260, Article VII, Section
32
GRAVE OFFENSES (DISMISSAL)
LIGHT OFFENSES (REPRIMAND,
SUSPENSION & DISMISSAL)
GRAVE OFFENSES (SUSPENSION &
Light offenses are punishable by
DISMISSAL)
reprimand for the first offense suspension
of one (1) to thirty (30) days for the second
offense; and dismissal from the service for
the third offense.
DEMOTION
Inefficiency
Grave offenses shall be punishable by Incompetence
suspension of six (6) months and one (1)
day to one (1) year for the first offense and
dismissal from the service for the second
SEXUAL HARASSMENT OFFENSES
offense.
LESS GRAVE OFFENSES (SUSPENSION
& DISMISSAL)
 Cooperating in the commission of sexual POSITION ANALYSIS AND JOB
harassment through essential acts. EVALUATION
STAGE 3
Cooperating in sexual harassment through
previous or simultaneous acts.
POSITION ANALYSIS

is an examination of the tasks and

obligations associated with a job and the
technology that must be used to support
the organization's operations.

APPROACHES TO POSITION ANALYSIS

POSITION ANALYSIS QUESTIONNAIRE

E. J. McCormick designed this

approach. He identified 194
questions to solicit information
ADMINISTRATIVE PROCEEDINGS IN WHAT IF THE SUSPECT IS FOUND NOT about the kinds of data workers
SEXUAL HARASSMENT OFFENSE
DISCIPLINARY CASES GUILTY? use in their job, the kinds of
CONTEXTS
mental processes used, and the
Within workplace, office, school, or training If someone accused in an administrative outputs they produce.
institution premises. case is found not guilty:
STAGE 1 TASK INVENTORY PROCEDURE
Any location resulting from work, Fines are refunded.
education, training responsibilities, or For demotion, the person is This approach employees and
relations. reinstated to the former salary their supervisors list the tasks
grade with back pay. performed in each job in the
At work, education, or training-related agency.
For suspension, immediate
social functions. reinstatement occurs without CRITICAL INCIDENT TECHNIQUE
loss of benefits.
During official business outside the office
For dismissal, immediate This approach emphasizes the
or school, work-related travel.
reinstatement happens without link between job behavior and
At official conferences, fora, symposia, or loss of benefits. effective performance.
training sessions. The exonerated individual
receives leave credits, and ABILITY REQUIREMENTS SCALES
Via telephone, cellular phone, fax machine, settlements may be considered
or electronic mail. for back wages and other This approach is particularly
STAGE 2 benefits. relevant for examination and
selection processes. It could
also be used to classify jobs
PERSON LIABLE FOR SEXUAL and, if a jurisdiction so chooses,
HARASSMENT Understanding your rights as an employee to establish compensation.
is crucial for empowerment, fair treatment,
Any government official or employee, negotiation, and legal protections, while FUNCTIONAL JOB ANALYSIS
irrespective of gender, is liable for sexual disciplining yourself in the workplace is
harassment if: equally important for productivity, The most common approach to
professionalism, career growth, and job analysis focuses on the
Directly participating in the execution of duties and responsibilities
positive team dynamics. Both aspects are
sexual harassment acts. assigned to a position. The
integral to a successful and fulfilling career.
assumption here is that all jobs
Inducing or directing others to commit
involve working with data,
sexual harassment.
people, and things, thus
 providing some ground for
comparisons.
POSITION CLASSIFICATION FACTORS
BASIC CLASSIFICATION FACTORS
Skill and knowledge
Nature of work
Responsibility
CONDUCTING A FUNCTIONAL JOB
ANALYSIS
JOB INFORMATION
Employees realize that an
analysis of their position can
have implications for the pay
they are receiving.
Some employees may
understate the characteristics of
their position.
Supervisors may, from the
perspective of the organization,
define the position differently
from an employee either
because they are not satisfied
with the scope of work being
done by a current incumbent or
because a pending change in
mission or technology will
require a change in the
characteristics of the position.
POSITION DESCRIPTION
A position description is a narrative
statement that summarizes the nature of a
specific job.
TITLE
This is a brief description of the
job, for example, "Receptionist."
"Prison Guard" "Budget Analyst,
or Agency Personnel Manager."
WORK LOCATION
Indicates the city and perhaps
facility where the employee will
work.
SOCIAL ENVIRONMENT
An effort is made to describe the
kind of interpersonal conditions
in which the employee will work.
CONDITIONS OF EMPLOYMENT
Some jurisdictions require their
employees (or sometimes their
applicants for employment) to
meet a residency requirement.
CAREER OPPORTUNITIES
The position description should
outline promotional opportunities
and can include what options
there are for lateral movement to
related career paths and what
kinds of training programs are
available.
SOCIAL ENVIRONMENT
An effort is made to describe the
kind of interpersonal conditions
in which the employee will work.
POSITION CLASSIFICATION
CLASSIFICATION SERIES
A feature common to position classification
systems is that groups are made according
to occupational categories, Occupational
categorization is, however, just one step.
The next task is to be precise about levels
of difficulty, types of expertise, kinds of
responsibilities.
CLASSIFICATION SPECIFICATIONS
Title ALTERNATIVES TO POSITION
Nature of work CLASSIFICATION
Examples of work
Rank-in-Person
Knowledges, skills, and abilities
Broad Classification
Licenses and certificates
Collective Bargaining and
Classifications
MAINTAINING A CLASSIFICATION
SYSTEM
JOB EVALUATION
DELEGATION
A set of criteria is used for job evaluation,
One way of keeping a which ranks positions inside an
classification system current and organization based on how well they
relevant is for the central support the objectives and operations of
personnel office to delegate the company.
authority for classifying individual
BASIC STEPS TAKEN TO MINIMIZE BIAS
positions to agency managers.
OR SUBJECTIVITY
SURVEYS
Use complete and accurate job information
Classification surveys invariably
Use a job evaluation system that is
raise expectations about
inclusive and clear in its descriptions of the
increases in pay and anxieties
various factors and factor levels.
about the consolidation and
elimination of positions. Train the evaluators so that they
understand the job evaluation process and
RECLASSIFICATION
are alert to potential sources of bias.
The focus in position Remove the job title from the information
classification and reclassification provided to raters so that they focus on
should be on jobs, not specific details for each factor rather than
employees. make an initial overall judgment.
GRADE CREEP
Have individuals in the team use a secret
ballot to assign factor levels to the job
In part because reclassifications
being evaluated, thereby gaining the
are frequently regarded as a way
benefits of group discussion about the job
of getting a promotion and a
but avoiding pressure.
salary increase, there can be
collusion between employees Review factor level assignments by
and supervisors. individuals within the team and eliminate
the highest and lowest scores to minimize
APPEALS
the effects of raters who, for whatever
reason, rate outside the norm
One might also anticipate the
possibility of mistakes. In the
Check the reliability of the process by
interest of fairness, there are having different teams evaluate a common
usually opportunities for sample of jobs. If different evaluators
employees to appeal reviewing the same jobs do not agree at
classification decisions that least 55 percent of the time, then an
affect them.
inquiry must be made to deter mine the
source or sources of subjectivity.

JOB EVALUATION AND COMPARABLE

WORTH/PAY EQUITY

Quantitative job evaluations like that just

described can help eliminate the effects of
decisions to fill some jobs, such as nurses,
librarians, secretaries, and child care
workers, primarily with women and to set
the compensation levels low. Comparable
worth, or pay equity, refers to the policy
and practice of setting compensation in
accordance with the value of a job to an
employer absent any consideration for
whether the job is typically filled by men or
by women.