Training and Developing Employees: Global Edition 12e

HUMAN RESOURCE MANAGEMENT
Global Edition 12e
Chapter 8
Training and
Developing
Employees
Part 3 Training and Development
PowerPoint Presentation by Charlie Cook

Copyright 2011 Pearson Education GARY DESSLER The University of West Alabama
WHERE WE ARE NOW
Copyright 2011 Pearson Education 82

LEARNING OUTCOMES
1. Summarize the purpose and process
of employee orientation.
2. List and briefly explain each of the four steps
in the training process.
3. Discuss how you would motivate trainees.
4. Describe and illustrate how you would identify
training requirements.
5. Explain how to distinguish between problems
you can fix with training and those you cant.
6. Explain how to use five training techniques.

LEARNING OUTCOMES (contd)
7. List and briefly discuss four management
development programs.
8. List and briefly discuss the importance of the eight
steps in leading organizational change.
9. Answer the question, What is organizational
development and how does it differ from traditional
approaches to organizational change?

Purpose of Orientation
Orientation Helps New

Employees
Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior

The Orientation Process
Employee benefit Company organization

information and operations
Personnel Employee Safety measures

policies Orientation and regulations
Daily Facilities
routine tour

FIGURE 81
New Employee
Departmental
Orientation Checklist

The Training Process
Training
Is the process of teaching new employees
the basic skills they need to perform their jobs
Is a hallmark of good management
Reduces an employers exposure to negligent
training liability
Trainings Strategic Context

The aims of firms training programs must make
sense in terms of the companys strategic goals.
Training fosters employee learning, which
results in enhanced organizational performance.

Steps in the Training Process
The Four-Step Training Process
1 Needs analysis
2 Instructional design
3 Program implementation
4 Evaluation

Training, Learning, and Motivation
Make the Learning Meaningful
1. At the start of training, provide a birds-eye view
of the material to be presented to facilitate learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it
logically, and in meaningful units.
4. Use terms and concepts that are already familiar
to trainees.
5. Use as many visual aids as possible.
6. Create a perceived training need in trainees minds.

Training, Learning, and Motivation (contd)
Make Skills Transfer Easy
1. Maximize the similarity between the training
situation and the work situation.
2. Provide adequate practice.
3. Label or identify each feature of the machine
and/or step in the process.
4. Direct the trainees attention to important aspects
of the job.
5. Provide heads-up, preparatory information that
lets trainees know what might happen back on
the job.

Training, Learning, and Motivation (contd)
Reinforce the Learning
1. Trainees learn best when the trainers immediately
reinforce correct responses, perhaps with a quick
well done.
2. The schedule is important. The learning curve
goes down late in the day, so that full day training
is not as effective as half the day or three-fourths
of the day.

Analyzing Training Needs
Training Needs
Analysis
Task Analysis: Performance Analysis:

Assessing new employees Assessing current employees
training needs training needs

TABLE 81 Sample Task Analysis Record Form

FIGURE 82 Example of Competency Model for Human Resource Manager

Performance Analysis:
Assessing Current Employees Training Needs
Specialized Software
Assessment Center
Results Performance Appraisals
Individual Diaries Methods Job-Related Performance

for Identifying Data
Training Needs
Attitude Surveys Observations
Tests Interviews
Cant-do or Wont-do?

Training Methods
On-the-Job Training Computer-Based Training
Apprenticeship Training (CBT)
Informal Learning Simulated Learning
Job Instruction Training Internet-Based Training
Lectures Learning Portals
Programmed Learning
Audiovisual-Based Training
Vestibule Training
Teletraining and
Videoconferencing
Electronic Performance
Support Systems (EPSS)

The OJT Training Method
On-the-Job Training (OJT)
Having a person learn a job
by actually doing the job.
Types of On-the-Job Training
Coaching or understudy
Job rotation
Special assignments
Advantages
Inexpensive
Learn by doing
Immediate feedback

On-the-Job Training
Steps to Help Ensure OJT Success
1 Prepare the learner
2 Present the operation
3 Do a tryout
4 Follow up

FIGURE 83 Some Popular Apprenticeships
The U.S. Department of Labors Registered Apprenticeship program

offers access to 1,000 career areas, including the following top
occupations:
Able seaman
Carpenter
Chef
Child care development specialist
Construction craft laborer
Dental assistant
Electrician
Elevator constructor
Fire medic
Law enforcement agent
Over-the-road truck driver
Pipefitter
FIGURE 84 Job Instruction Training at UPS

Delivering Effective Lectures
Dont start out on the wrong foot.
Give your listeners signals.
Be alert to your audience.
Maintain eye contact with audience.
Make sure everyone in the room can hear.
Control your hands.
Talk from notes rather than from a script.
Break a long talk into a series of five-minute talks.
Practice and rehearse your presentation.

Programmed Learning
Presenting Providing
Allowing the
questions, facts, feedback on
person to
or problems to the accuracy
respond
the learner of answers
Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner

Intelligent Tutoring Systems
Advantages
Reduced learning time
Cost effectiveness
Instructional consistency
Types of Programmed Learning

Interactive multimedia training
Virtual reality training
Virtual classroom

TABLE 82 Names of Various Computer-Based Training Techniques
PI Computer-based programmed instruction

CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation

Internet-Based Training
Teletraining and Videoconferencing
Electronic Performance Support

Distance Systems (EPSS)
Learning
Methods Computer-Based Training
E-learning and learning portals

FIGURE 85 Partial List of E-Learning Vendors

Lifelong Learning and
Literacy Training Techniques
Employer Responses to
Employee Learning Needs
Provide employees with

Instituting basic skills
lifelong educational and
and literacy programs
learning opportunities

Creating Your Own Training Program
Creating a Training Program
1 Set training objectives

2 Use a detailed job description
3
Develop an abbreviated
task analysis record form
4 Develop a job instruction sheet
5 Compile training program for the job

Implementing Management
Development Programs
Long-Term Focus of
Management Development
Assessing the Appraising Developing the

companys strategic managers current managers and
needs performance future managers

Succession Planning
Steps in the Succession Planning Process
1 Anticipate management needs
2 Review firms management skills inventory
3 Create replacement charts
4 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
Management games Behavior modeling
Outside seminars Corporate universities
University-related programs Executive coaches

FIGURE 86 Typical Role in a Role-Playing Exercise
Walt MarshallSupervisor of Repair Crew

You are the head of a crew of telephone maintenance workers, each of
whom drives a small service truck to and from the various jobs. Every so
often you get a new truck to exchange for an old one, and you have the
problem of deciding which of your crew members you should give the new
truck. Often there are hard feelings, since each seems to feel entitled to the
new truck, so you have a tough time being fair. As a matter of fact, it usually
turns out that whatever you decide is considered wrong by most of the crew.
You now have to face the issue again because a new truck has just been
allocated to you for assignment.
In order to handle this problem you have decided to put the decision up to
the crew. You will tell them about the new truck and will put the problem in
terms of what would be the fairest way to assign the truck. Do not take a
position yourself, because you want to do what they think is most fair.

Behavior Modeling
Behavior Modeling Training
1 Model the effective behaviors
2 Have trainees role play using behaviors
3 Provide social reinforcement and feedback
4 Encourage transfer of training to job

Managing Organizational
Change Programs
What to Change
Strategy Culture Structure Technologies Employees

Managing Organizational Change
and Development
The Human Resource

Managers Role
Organizing Effectively using

Overcoming
and leading organizational
resistance to
organizational development
change
change practices

Managing Organizational Change
and Development (contd)
Overcoming Resistance to Change:

Lewins Change Process
1 Unfreezing
2 Moving
3 Refreezing

How to Lead the Change
Unfreezing Stage
1. Establish a sense of urgency (need for change).
2. Mobilize commitment to solving problems.
Moving Stage
3. Create a guiding coalition.
4. Develop and communicate a shared vision.
5. Help employees to make the change.
6. Consolidate gains and produce more change.
Refreezing Stage
7. Reinforce new ways of doing things.
8. Monitor and assess progress.

Using Organizational Development
Organizational Development (OD)
1 Usually involves action research
2 Applies behavioral science knowledge
3 Changes the organization in a particular direction

TABLE 83 Examples of OD Interventions
Human Process Applications HRM Applications

T-groups (Sensitivity Training) Goal setting
Process consultation Performance appraisal
Third-party intervention Reward systems
Team building Career planning and development
Organizational confrontation meeting Managing workforce diversity
Survey research Employee wellness
Technostructural Interventions Strategic OD Applications
Formal structural change Integrated strategic management
Differentiation and integration Culture change
Cooperative unionmanagement Strategic change
projects Self-designing organizations
Quality circles
Total quality management
Work design

Evaluating the Training Effort
Designing the Evaluation Study
Time series design
Controlled experimentation
Choosing Which Training Effects to Measure

Reaction of trainees to the program
Learning that actually took place
Behavior that changed on the job
Results achieved as a result of the training

FIGURE 87 Using a Time Series Graph to Assess a Training Programs Effects

FIGURE 88
A Sample Training
Evaluation Form

KEY TERMS
employee orientation virtual classroom

training lifelong learning
negligent training management development
task analysis job rotation
competency model action learning
performance analysis case study method
on-the-job training (OJT) management game
apprenticeship training role playing
job instruction training (JIT) behavior modeling
programmed learning in-house development center
electronic performance support executive coach
systems (EPSS) organizational development
job aid controlled experimentation

All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Part 3 Training and Development

PowerPoint Presentation by Charlie Cook

Copyright 2011 Pearson Education 82

Copyright 2011 Pearson Education 83

Copyright 2011 Pearson Education 84

Orientation Helps New

Copyright 2011 Pearson Education 85

Employee benefit Company organization

Personnel Employee Safety measures

Copyright 2011 Pearson Education 86

Copyright 2011 Pearson Education 87

Trainings Strategic Context

Copyright 2011 Pearson Education 88

The Four-Step Training Process

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Copyright 2011 Pearson Education 810

Copyright 2011 Pearson Education 811

Copyright 2011 Pearson Education 812

Task Analysis: Performance Analysis:

Copyright 2011 Pearson Education 813

Copyright 2011 Pearson Education 814

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Individual Diaries Methods Job-Related Performance

Copyright 2011 Pearson Education 816

Informal Learning Simulated Learning

Job Instruction Training Internet-Based Training

Lectures Learning Portals

Copyright 2011 Pearson Education 817

Copyright 2011 Pearson Education 818

Steps to Help Ensure OJT Success

1 Prepare the learner

2 Present the operation

Copyright 2011 Pearson Education 819

The U.S. Department of Labors Registered Apprenticeship program

Copyright 2011 Pearson Education 821

Copyright 2011 Pearson Education 822

Copyright 2011 Pearson Education 823

Types of Programmed Learning

Copyright 2011 Pearson Education 824

PI Computer-based programmed instruction

Copyright 2011 Pearson Education 825

Teletraining and Videoconferencing

Electronic Performance Support

E-learning and learning portals

Copyright 2011 Pearson Education 826

Copyright 2011 Pearson Education 827

Provide employees with

Copyright 2011 Pearson Education 828

Creating a Training Program

1 Set training objectives

Copyright 2011 Pearson Education 829

Assessing the Appraising Developing the

Copyright 2011 Pearson Education 830

Steps in the Succession Planning Process

1 Anticipate management needs

2 Review firms management skills inventory

3 Create replacement charts

4 Begin management development

Copyright 2011 Pearson Education 831

Managerial On-the-Job Training

Job Coaching and Action