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Human Resource

Management
ELEVENTH EDITION

GARY DESSLER

Part 3 | Training and Development

Chapter 8

Training and Developing Employees


2008 Prentice Hall, Inc.
All rights reserved.

PowerPoint Presentation by Charlie Cook


The University of West Alabama

After studying this chapter, you should be able to:


1. Describe the basic training process.
2. Describe and illustrate how you would go about
identifying training requirements.
3. Explain how to distinguish between problems you can
fix with training and those you cant.
4. Explain how to use five training techniques.

2008 Prentice Hall, Inc. All

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Purpose of Orientation
Orientation Helps
New Employees

Feel
Welcome and
At Ease

Understand
the
Organization

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Know What
Is Expected
in Work and
Behavior

Begin the
Socialization
Process

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The Orientation Process


Company
Organization and
Operations

Employee Benefit
Information

Personnel
Policies

Employee
Orientation

Daily
Routine

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Safety Measures
and Regulations

Facilities
Tour

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Analyzing Training Needs


Training Needs
Analysis

Task Analysis:
Assessing New Employees
Training Needs

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Performance Analysis:
Assessing Current Employees
Training Needs

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Assessing Current Employees Training Needs

Assessment Center
Results

Individual Diaries

Attitude Surveys

Performance Appraisals

Methods for
Identifying
Training
Needs

Tests

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Job-Related
Performance Data
Observations

Interviews

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Programmed Learning
Presenting
questions, facts,
or problems to
the learner

Allowing the
person to
respond

Providing
feedback on the
accuracy of
answers

Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner

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Distance and Internet-Based Training

Teletraining

Videoconferencing
Distance Learning
Methods
Internet-Based Training
E-Learning and
Learning Portals

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Literacy Training Techniques

Employer Responses
to Functional Illiteracy

Testing job
candidates for
basic skills

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Instituting basic
skills and literacy
programs

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Management Development

Long-Term Focus
of Management
Development

Assessing the
companys
strategic
needs

Appraising
managers
current
performance

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Developing the
managers and
future
managers

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Management Development (contd)


Managerial
On-the-Job
Training

Job
Rotation

Coaching/
Understudy
Approach

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Action
Learning

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Managing Organizational Change


and Development

What to Change

Strategy

Culture

Structure

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Technologies

Employees

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Managing Organizational Change


and Development (contd)
The Human
Resource Managers
Role

Overcoming
resistance to
change

Organizing
and leading
organizational
change

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Effectively
using
organizational
development
practices

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KEY TERMS
employee orientation
training
performance management
negligent training
task analysis
performance analysis
on-the-job training
apprenticeship training
job instruction training (JIT)
programmed learning
simulated training
electronic performance support
systems (EPSS)

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job aid
management development
succession planning
job rotation
action learning
case study method
management game
role playing
outsourced learning
behavior modeling
in-house development center
organizational development
controlled experimentation

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