Employee Training &

Development
Employee training

Present oriented training that focuses on individual

current job
Employee training is a learning experience: it seeks a
relatively permanent change in employees to improve
job performance. Thus training involves teaching new
skills, knowledge, attitudes and behavior.
Mangers, possibly with HRM assistance decide when
employees need training and what form of training
should need.
Employee development

Future oriented training that focuses on employee personal

growth.
Employee development generally focuses on future jobs in the
organization. As your job and career progress you will need new
skills and abilities.
For example if you become a sales territory manager the skills
you need to perform that job may be quite different from those
you used to sell products. Now you must supervise sales
representatives and develop a broad based knowledge of
marketing and specific management competencies in
communication skills, evaluating employee performance and
disciplining problem individuals.
Training methods
On the job training methods
For many situations the most effective way to train an
employee involves putting the employee in the workplace
and providing training with a fellow employee or a trainer.
On the job training (OJT)
Trainee works with more experienced employee in the
actual work environment
Small organizations may use OJT as their primary or only
training method because they may not know that there
are other methods available.
Job rotation
It involves lateral transfers that allow employees to
work at different job and provides exposure to a variety
of tasks. Employers often move new hires through a
rotation of different roles in the organization such as
marketing, finance and operations before they settle
into a permanent position. This allows employees to
develop a broad understanding of how jobs at the
organization are interrelated and how one job may
depend upon the quality output from another.
Apprenticeships
These are frequently used to combine classroom
instruction in combination with working alongside a
seasoned veteran, coach or mentor. The combination of
hand on classroom learning complement each other.
Internships
Structured program for students to gain employment
experience to their area of study
THE ASK MODEL
Change
Change A
Attitudes
Attitudes

Develop
Develop S
Skills
Skills

Increase K
Increase
Knowledge
Knowledge
TRAINING IS A LEARNING
PARTNERSHIP
The Government

Training
The Training Vendors
Department

Employees Employers Consultants

Heads of Educational
Department Institutions

The Organization
WHAT HAPPENS TO A COMPANY WHICH
DOES NOT TRAIN ITS EMPLOYEES?
Margaret Anne Reid (2004) and her co-authors in
Human Resource Development point out that the
following costs will be incurred if an employer does
not train his employees.
WHAT HAPPENS TO A COMPANY WHICH
DOES NOT TRAIN ITS EMPLOYEES? (cont.)
 Payment to employees when learning on the job,
which may take longer if it is not properly planned
for.
 Costs of wasted materials, sales and customers lost
because of mistakes made by untrained employees.
WHAT HAPPENS TO A COMPANY WHICH
DOES NOT TRAIN ITS EMPLOYEES? (cont.)
 Management time cost taken to undo the mistakes
made by the untrained employees.
 Lowered morale, leading to higher turnover, among
team members who are demotivated by working with
an untrained employee.
WHAT HAPPENS TO A COMPANY WHICH
DOES NOT TRAIN ITS EMPLOYEES? (cont.)
 Accident-related costs; it is well-documented that
untrained workers tend to have more accidents.
 Higher turnover leading to recruitment costs because
employees feel they have no prospects of further
development.
THE TRAINING PROCESS
Identify training needs

Set training objectives

Develop the training programme

Implement the programme

Evaluate the programme

WHAT IS A TRAINING NEED?
A training need is a problem which prevents work
being done satisfactorily and which can be overcome
by TRAINING
TRAINING NEEDS ANALYSIS
(cont.)
Sources of Information
 Job descriptions
 Heads of departments
 Employees
 Organizational records
 Performance review documents
TRAINING NEEDS ANALYSIS
(cont.)
Situations
 New employees
 Promotion and transfer
 New machinery
 New procedures and policies
 New products or services
TRAINING NEEDS ANALYSIS (cont.)
Problems suggesting a training need include:
 Falling output
 Rising error, scrap, waste, mistakes
 Increasing time taken to complete work
 Increasing accident rate
 Increasing customer complaints
TRAINING OBJECTIVES
A well-written training objective includes a statement
on:
 Terminal behaviour required of the trainee
 Standards of performance
 Conditions for performance
DEVELOPING TRAINING
PROGRAMMES
Factors to Consider
 Venue
 Trainer
 Duration
 Budget
 Individual or group
 Methodology
 Logistics
TRAINING VENUE
On-the-job?

or

Off-the-job?
JOB INSTRUCTIONAL TRAINING/ON-
THE-JOB TRAINING
Step
Step 1:
1: Break
Break down
down the
the job
job into
into its
its separate
separate parts
parts
Step
Step 2:
2: Give
Give an
an overview
overview of
of the
the job
job
Step
Step 3:
3: Demonstrate
Demonstrate aa part
part of
of the
the job
job for
for the
the trainee
trainee
Step
Step 4:
4: Let
Let the
the trainee
trainee try
try to
to do
do what
what has
has been
been
demonstrated
demonstrated
Step
Step 5:
5: Correct
Correct any
any mistakes
mistakes made
made
Step
Step 6:
6: Let
Let the
the trainee
trainee practise
practise
E-LEARNING
 E-learning allows learners
to learn at the speed
which suits them best.
 E-learning allows for savings
on logistics costs.
 E-learning allows employees to learn at times
which suits them best.
THE KIRKPATRICK MODEL OF
EVALUATION
Reaction: How do trainees feel about the
programme?

Learning: What have the trainees learned?

Behaviour: What on-the-job changes in behaviour

have taken place?

Results: Have cost reductions resulted?