Training and Development

Lecture # 7
HRMA 340: Human Resource Management
 Learning Outcomes
• Summarize the purpose and process of employee orientation.
• List and briefly explain each of the four steps in the training process.
• Discuss how you would motivate trainees.
• Describe and illustrate how you would identify training requirements.
• Explain how to distinguish between problems you can fix with training and those
you can’t.
• Explain how to use training techniques.
• Describe career development objectives and methods.

2
 Purpose of Orientation
Employee orientation
or onboarding provides
Orientation Helps New
new employees with the
Employees
information they need to
function; ideally,
though, it should also
help new employees
start getting emotionally Know what is
attached to the firm. Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior

3
 The Orientation Process
• An orientation typically includes information on employee benefits, personnel
policies, the daily routine, company organization and operations, safety measures
and regulations, and a facilities tour.
Company
Employee benefit
organization and
information
operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour
4
 Purposes of Orientation
While orientation formats are unique to each firm, several common purposes are listed here:
1. The Employment Situation. At an early point in time, it is helpful for the new employee to know how his or her job
fits into the firm’s organizational structure and goals.
2. Company Policies and Rules. Every job within an organization must be performed within the guidelines and
constraints provided by policies and rules.
3. Compensation. Management normally provides reward system information during the recruitment-and-selection
process and often reviews it during orientation.
4. Corporate Culture. The firm’s culture reflects, in effect, “How we do things around here.” This relates to everything
from the way employees dress to the way they talk.
5. Team Membership. In orientation, the program may again emphasize the importance of becoming a valued member of
the company team.
6. Employee Development. An individual’s employment security is increasingly becoming dependent on his or her ability
to acquire needed knowledge and skills that are constantly changing.
7. Socialization. To reduce the anxiety that new employees may experience, the firm should take steps to integrate them
into the informal organization. 5
 Training and Development Elements

Short-Term Long-Term

Group / Organization Organizational Development Learning Organization

Individuals Training Career Management

6
 Training
• Provides learners with the
knowledge and skills needed for
their present jobs.
• Designed to improve competencies
and organizational performance.
• Showing a worker how to operate a
lathe or a supervisor how to
schedule daily production are
examples of training.
Development
• Involves learning that goes beyond
today’s job and has a more long-
term focus.
• It prepares employees to keep pace
with the organization as it changes
and grows.
• Concepts of careers and career
development practices are often
associate with development.
7
 Organization Development
• Planned and systematic attempts to
change the organization.
• Designed to develop more open,
productive, and compatible workplace
despite differences in personalities,
cultures, or technologies.
• Applies to entire system, such as a
company or plant.
• Intervention methods include survey
feedback, quality circles, and team
building.
Learning Organization
• Recognizes the importance of continuous
performance-related T&D and takes
appropriate action; basic characteristics:
 Provides supportive learning
environment
 Provides specific learning processes and
practices
 Leadership behavior in organization
supports and reinforces learning
• Learning programs aligned with strategic
corporate goals
8
 Factors Influencing T&D
• Top management support
• Shortage of skilled workers
• Technological advances
• World complexity
• Lifetime learning
• Learning styles
• Other human resource functions

9
Top Management Support
• Without it, T&D program will not
succeed
• Most effective way to achieve success
is for executives to provide needed
resources to support T&D effort
• Training professionals are having to
do more with less
Shortage of Skilled Workers
• Major shortages of future skilled
workers
• Employers are begging for skilled
workers
• Training needs are changing
• Executives are increasingly
demanding additional skills
10
 Technological Advances
• Change is occurring at an amazing
speed
• Knowledge doubling every year
• No factor has influenced T&D more
than technology
World Complexity
• World is getting more complex
• Entire world provides opportunities
and threats
• How will training change in this
global environment?
11
 Lifetime Learning Learning Styles
• Learning can never stop • No best way to learn that suits
• It is a continuous process everyone
• Employees who participate in ongoing • Need to use a wide range of training
education feel like their careers are methods
advancing • Adults retain:
 20% of what they read and hear 40%
of what they see
 50% of what they say 60% of what
they do
 90% of what they see, hear, say and
do

12
 Other Human Resource Functions
• Other human resource functions can also have crucial impact on T&D
• If recruitment-and-selection efforts or its compensation package attract only
marginally qualified workers, firm will need extensive T&D programs
• Safety and health programs also affected

13
Training and Development (T&D) Process
External Environment
Internal Environment
Determine Specific T&D
Needs

Establish Specific T&D

Objectives

Select T&D Method(s) and

Delivery System(s)

Implement T&D Programs

Evaluate T&D Programs 14

 Determining Specific Training and Development Needs
• Training needs analysis is the first stage in the training process and involves a series
of steps that reveal whether training will help to solve problem which has been
identified
• Must take a systematic approach to addressing bona fide needs:
 Organizational analysis: focuses on the firm’s strategic mission, goals, and corporate
plans are studied, along with the results of strategic human resource planning.
 Task analysis: focuses on the tasks required to achieve the firm’s purposes. Job
descriptions are important data sources for this analysis level.
 Person analysis: focuses on obtaining answers to the questions: Who needs to be trained?
What do they need to do differently from what they’re doing today?” and What kind of
KSAs do employees need? Performance appraisals and interviews or surveys of
supervisors and job incumbents are helpful at this level.
15
 Establishing Specific Training and Development Objectives

• T&D must have clear and concise objectives to achieve organizational goals and
measure the effectiveness of training.
• Desired end results must be determined.
• The specific learning objectives that follow leave little doubt about what the
training should accomplish.
• With these objectives, managers can determine whether training has been
effective.

16
Assessing Current Employees’ Training Needs
Specialized Software

Assessment Center Results Performance Appraisals

Methods Job-Related Performance

Individual Diaries
for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?

17
 Training Methods
• On-the-Job Training • Team training
• Apprenticeship Training • In-basket training
• Case Study
• Job Instruction Training
• Lectures
• E-Learning
• Behavior modeling
• Role playing
• Vestibule Training

18
 The OJT Training Method
• On-the-Job Training (OJT)
 Having a person learn a job
by actually doing the job. Steps to Help Ensure OJT Success
• Types of On-the-Job Training
 Coaching or understudy 1 Prepare the learner
 Job rotation
 Special assignments 2 Present the operation
• Advantages
3 Do a tryout
 Inexpensive
 Learn by doing 4 Follow up
 Immediate feedback

19
 Apprenticeship Training
• Combines classroom instruction with
on-the-job training
• Traditionally used in skilled trade
jobs
• Earns less than master craftsperson
who is instructor
Case Study
• Trainees study the information
provided by the case
• Make decisions based on it
• Often used with instructor who serves
as facilitator
20
 Job Instruction Training  Lectures
• Lecturing is a quick and simple way to present
• Job Instruction Training (JIT) is a
knowledge to large groups of trainees, as when
step-by-step, relatively simple
the sales force needs to learn a new product’s
technique used to train employees
features.
on the job.
• Here are some guidelines for presenting a
• It is especially suitable for teaching lecture:
manual skills or procedures; the  Don’t start out on the wrong foot.
 Give your listeners signals.
trainer is usually an employee's
 Be alert to your audience.
supervisor but can be a co-worker.  Maintain eye contact with audience.
 Make sure everyone in the room can hear.
 Talk from notes rather than from a script.
 Break a long talk into a series of five-minute
talks.

21
 E-Learning
• E-learning is the T&D method for online
instruction using technology-based methods
such as DVDs, company intranets, and the
Internet.
• Takes advantage of technology for greater
flexibility of instruction
• Often most convenient delivery method for
adult learners
• Major advantage is cost
Behavior Modeling
• It is a T&D method that permits a person to
learn by copying or replicating behaviors of
others.
• Shows managers how to handle various
situations.
• It has been used to train supervisors in such
tasks as conducting performance reviews,
correcting unacceptable performance,
delegating work, improving safety habits,
handling discrimination complaints,
overcoming resistance to change, orienting
new employees, and mediating individuals or
groups in conflict.
22
 Role Playing
• Participants respond to specific problems
they encounter in jobs by acting out real-
world situations
• Used to teach skills such as:
 Interviewing
 Grievance handling
 Performance appraisal reviews
 Conference leadership
 Team problem solving
 Communication
Vestibule Training
• This is a training method in which trainees
learn on the actual or simulated equipment they
will use on the job, but are trained off the job.
• Vestibule training is necessary when it's too
costly or dangerous to train employees on the
job.
• There are special trainers or the specialists,
who impart this training to the technical staff,
thereby reducing the burden on the line
supervisor, who has to supervise the entire
production process.
23
 Team Training
• Focuses on imparting knowledge and skills
on individuals who are expected to work
collectively toward meeting a common
objective
• Two types:
 Team coordination training: educates team
members how to coordinate the work that
they do to complete the task.
 Cross-training: educates team members about
the other members’ jobs so that they may
perform them when a team member is absent,
is assigned to another job in the company, or
has left the company altogether.
In-basket Training
• It is a T&D method in which the participant is
asked to establish priorities for and then
handle a number of business papers, e-mails,
texts, memoranda, reports, and telephone
messages that would typically cross a
manager’s desk.
• In this method, the trainee assigns a priority
to each particular situation before making any
decisions.
• This form of training has been quite
beneficial to help predict performance
success in management jobs.
24
 Training & Development Delivery Systems
• Corporate universities
• Colleges and universities
• Community colleges
• Online higher education
• Video media
• Simulators
• Social networking
• Management development
• Mentoring
• Coaching

25
 Corporate Universities Colleges & Universities
• Delivery system provided under • Primary method for training
umbrella of organization professional, technical, and
management employees
• It aims to achieve its goals by
conducting activities that foster • Corporate training programs often
individual and organizational learning partner with colleges and universities
and knowledge.
• Proactive and strategic
• Recent years have seen decline of
corporate universities

26
 Community Colleges
• Publicly funded higher education
• Deliver vocational training and
associate degree programs
• Rapid technological changes and
corporate restructuring have created
new demand
Online Higher Education
• is defined as formal educational
opportunities including degree and
training programs that are delivered,
either entirely or partially, via the
Internet.
• Delivered either entirely or partially
via Internet
• Allows employees to attend class at
lunchtime, during day, or in evening
• Reduces or eliminates commute to
school
27
 Video Media Simulators Social Networking
• DVDs, videotapes, and • Devices or programs that • Today’s employees
film clips continue to be are located away from interact, learn, and work in
popular training delivery the job site much different ways and
systems styles
• Replicate actual job
• Especially appealing to demands • Often takes place outside
small businesses the corporate training
• Example: Flight departments
simulators used to train • Constructivism: Teacher
pilots guides the learner toward
multiple learning sources,
rather than acting as the
sole source of knowledge
28
 Mentoring
• Approach to advising, coaching, and nurturing
• Creating practical relationship to enhance:
 Individual career
 Personal and professional growth and development
• Mentor can be located anywhere
• Relationship can be formal or informal
• Reverse mentoring: A junior team member enters into a "professional friendship"
with someone more senior, and they exchange skills, knowledge and
understanding.

29
 Management Development
• Upgrading skills and knowledge needed in
current and future managerial positions Long-Term Focus of
• Managers keep up with latest developments Management Development
in their fields while managing ever-changing
workforce in dynamic environment
• Managerial on-the-job training methods
include job rotation, the coaching/
understudy approach, and action learning. Assessing the Appraising Developing the
company’s managers’ current managers and
• Managerial off-the-job training methods strategic needs performance future managers
include case study, management games,
seminars, executive coaches and corporate
universities.

30
 Succession Planning
• Succession planning is a strategic, systematic and
deliberate activity to ensure an organizations
future capability to fill vacancies consistent with Steps in the Succession Planning Process
the merit principle.
• It specifically focuses on ensuring the availability 1 Anticipate management needs
and sustainability of a supply of capable staff that
are ready to assume key or critical organizational 2 Review firm’s management skills
roles as they become available. inventory
• The continual business of monitoring and 3
Create replacement charts
developing internal talent to assure that employees
have the knowledge, skills and abilities necessary 4
Begin management development
to succeed in future leadership roles.

31
 Coaching
• Often considered responsibility of immediate boss or supervisor
• Coach provides assistance much like a mentor would
• Customized employee development.
• Advantages:
 Cost-effective to develop and implement than other training methods.
 Flexible training method and can easily be modified.
 Easily tailored to meet the needs and personal learning styles of individual learners.
 It results in standardization of procedures in the organization.
• Forms of coaching:
 Discussion
 Lecture
 Critique
 Guided practice

32
 Metrics for Evaluating Training and Development
• Participant opinion
• Extent of learning
• Behavioral change
• Accomplishment of T&D objectives
• Return-on-investment from training
• Benchmarking

33
 Participant Opinion Extent of Learning
• Measures level of customer satisfaction • Determines what participants have
• Overall experience could bias some learned
reports • Pre-test/post-test control group design
• Good way to obtain feedback quickly • Differences are attributed to training
and inexpensively provided
• Problem: Controlling external variables

34
 Behavioral Change
• Tests give little insight into whether
participants will change their behavior
• Best demonstration of value is when
learning translates into lasting behavioral
change
Return-on-Investment
• Highest level of determining training
effectiveness is return-on-investment from
training
• CEOs want to see value in terms that they
can appreciate, such as business impact,
business alignment, and ROI.
Accomplishment of Objectives
• Asks whether training programs have
actually impacted performance
• Example: Comparing accident rates
before and after training provides a useful
metric of success
Benchmarking
• Process of monitoring and measuring
firm’s internal processes, such as
operations, and then comparing data with
information from companies that excel in
those areas
• Focus on metrics, such as training costs,
ratio of training staff to employees.
35
A Sample Training Evaluation Form

36
 Career Development
• Formal approach used by organization to ensure people with proper qualifications
and experiences are available when needed.
• Career Development methods include:
 Manager/employee self-service
 Discussion with knowledgeable individuals
 Company material
 Performance appraisal system
 Workshops

37
 Career Development Objectives
• Effective development of available talent
• Self-appraisal opportunities for employees considering new or nontraditional
career paths
• Development of career paths that cut across divisions and geographic locations
• Demonstration of tangible commitment to developing diverse work environment.
• Satisfaction of employees’ specific development needs
• Improvement of performance
• Increased employee loyalty, motivation, and retention
• Method of determining training and development needs

38