TRAINING AND ON BOARDING

CHAPTER 9
E MPLOYEE
TRAINING
Traiining terdiri dari program
perencanaan untuk
WHAT IS meningkatkan kemampuan
individu, kelompok, dan/
TRAINING ? organisasi.

Peningkatan kinerja, dapat

terlihat ketika ada
perubahan yang terukur
dalam pengetahuan, skills,
sikap, dan perilaku sosial.
A growing demand for personal and
professional development.

The effects of digital technology on work

Structural changes in labor markets

Increased training opportunities for

nonstandard workers

Training as an important aspect of an

employer’s brand

Teams

TRAINING
TRENDS
01 Meta-analyses (quantitative summaries of accumulated results across many studies) have
demonstrated repeatedly that training has an overall positive effect on job-related behaviors
or performance.

02 Training can improve technical skills.

03 Training can improve strategic knowledge

04 Training, and especially practice, helps to maintain consistency in

performance.

05 Management development programs show positive effects.

06 Cross-cultural training improves expatriate adjustment and

performance.

07 Leadership training seems to enhance the attitudes and

performance of followers.
I m p a c t o f Tr a i n i n g
o n I n d i v i d u a l s ,
Te a m s ,

08
Training in team communication and team effectiveness have O r g a n i z a t i o n s , a n d
positive effects on team performance and, in the case of airplane
S o c i e t y
cockpit crews, safety.

09 At the level of the organization, training is a key enabler of e-

commerce.
 Characteristics of
effective training practice
01 Top Management is commited to training &
development
Manajemen beranggapan bahwa training merupakan
suatu budaya perusahaan yang harus dilakukan.

02 Training is tied to business strategy

Training merupakan salah satu bentuk strategi perusahaan dalam

Four
pengembangan bisnis yang berkaitan dengan hasil perusahaan.
Semakin baik keputusan strategi yang di ambil, akan selaras
dengan hasil yang diperoleh.

03 Organizational environments are feedback rich Characteristics

feedback yang diperoleh diantaranya : continuous improvement,
promote risk taking, offer one on one coaching, and afford
opportunities to learn from the success and failures of decisions
training
practice
04 There is commitment to invest the necessary
resources
Provide sufficient time and money for training
 How Training What
The Training Relates to Determines
Paradox Competitive Effective
Strategies Training?

- Training is an
Increasing an - Individual’s Readiness
individual’s important aspect of - Work Environment
employbability outside HR strategy.
- Training program is
the company
simlutaneosly increase to tie workplace to
his or her job security the strategy of a
and desire to stay with bussines.
- Innovation strategy
the current employer.
ASSESSING
TRAINING
NEEDS &

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DESIGNING
TRAINING
PROGRAMS

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 Four levels of analysis for determining
the needs

01 Organization analysis
Focuses on identifying whether training supports the
company’s strategic direction.

02 Demographic analisys

Assessi
Helpful in determining the special needs of a particular
group, such as older workers, women, or managers at
different levels.
03 Operations Analysis
Attempts to identify the content of training what an
amployee must do in order to perform competently.
ng
04 Individual analisys
Focuses on identifying employee who need training
Training
Needs
and the types of training they need.
Trainingg Needs

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Assessment
Model

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 PRINCIPLES THAT
ENHANCE LEARNING
 Skill Learning

Goal Setting Behavior Modelling

1. Make the objectives of the training program clear 1. The model should be similar to the observer in age,
at the outset gender and race
2. Seat goals that are challenging and difficult 2. Portray the behaviors to be modeled clearly and in
3. Supplement the ultimate goal of finishing the detail
program 3. Rank the bahaviors to be modeled
4. Finally, have several models portray the behaviors,
no just one

Practice Feedback
1. Active practice A form of information about one’s attemps to
2. Overlearning improve
3. Length of the practice session
 Learning Facts

Goal Setting Meaningfulness of material

1. Make the objectives of the training program clear
at the outset
2. Seat goals that are challenging and difficult
3. Supplement the ultimate goal of finishing the
program
1. Provide trainees with a overview of the material to
be presented during the training
2. Present the material by using examples, term, and
concepts that are familiar
3. Teach the simpler skill before the complex ones

Practice Feedback
1. Active practice A form of information about one’s attemps to
2. Overlearning improve
3. Length of the practice session
 Transfer of Training

Refers to the extent to which

competencies learned in training
can be applied on the job

Positive Transfer Negative Transfer

To maximize positive transfer : 1. The cost of the training
1. Maximize the similarity between the training 2. The cost of hampered
situation and the job situation performance
2. Provide trainees as much experience
3. Provide a strong link between training
content and job content
4. In the context of team-based training, ensure
that teams have open
5. Ensure that what is learned in training is
used and rewarded on the job
 Team Training

COORDINATION COGNITION CONFLICT

COOPERATION COMMUNICATION COACHING CONDITION

1 2 3 4 5 6 7
 Team Training
A systematic approach to team training should include four steps :
Design measures of team effectiveness,
evaluate the effectiveness of the team
training, and use this information to guide
Conduct a team – training future team training
needs analysis

Design exercises and training

events based on the objectives
from step 2

Develop training objectives that

address both task – work and
teamwork skills
EVALUATING TRAINING
PROGRAMS
 Assess the
utility or value
of training

01 Have trainees achieved a specific level of

skill, knowledge, or performance?

02 Did change occur?

03 Is the change due to training?

04 Is the change positively related to the

achievement of organizational goals?

05 Will similar changes occur with new

participants in the same training program?
 Regardless of the measures used, our goal is to be able to
ADDITIONAL make meaningful inferences and to rule out alternative
CONSIDERATIONS explanations for results (e.g., lengthened job experience,
IN MEASURING THE outside economic events, changes in supervision or
OUTCOMES OF performance incentives). To do so, it is important to administer
TRAINING the measures according to some logical plan or procedure
(experimental design) (e.g., before and after training as well as
to a comparable control group).
  One definition of orientation is : familiarization with and
NEW- adaptation to a situation or an environment.
EMPLOYEE  In practice, orientation is often just a superficial
ORIENTATION indoctrination into company philosophy, policies, and rules;
: THE ON- sometimes it includes the presentation of an employee
BOARDING
handbook and a quick tour of the office or plant
PROCESS
 PLANNING, PACKAGING, AND EVALUATING AN ON-BOARDING PROGRAM

Orientation Process
At a broad level, new employees need specific information in the
following areas :

1. Company standards, expectations, goals, history, politics

and language
2. Social behavior A
3. Technical aspects of the job

When orientation is more individualized, Orientation Evaluation of

newcomers are less likely to seek feedback and
Follow-Up the
information, to build relationships, and to
socialize. Orientation
Program

B
 CASE Training ODP
PT. Bank Mandiri (Pesero) Tbk.

01 SAMAPTA
Membangun leadership, kerja sama tim dan rasa tanggung
jawab.

02 Pendidikan In-Class
- Memperkenalkan budaya perusahaan dan Visi Misi
- Memperkenalkan job desk masing-masing unit kerja
- Memperkenalkan produk perbankan

03 OJT di Jakarta
-Memahami ketentuan pedoman kerja cabang

CASE
-Mengadaptasi budaya kerja perusahaan
-Mengetahui dasar-dasar transaksi perbankan di cabang

04 OJT Penempatan
-Memahami job desk serta tanggung jawab jabatan
Thank You