Human Resource

Management
ELEVENTH EDITION
1
GARY DESSLER

Part 3 | Training and Development

Chapter 8

Training and Developing Employees

© 2008 Prentice Hall, Inc. PowerPoint Presentation by Charlie Cook

All rights reserved. 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 can’t.
4. Explain how to use five training techniques.

© 2008 Prentice Hall, Inc. All rights reserved. 8–2

 Purpose of Orientation

Orientation Helps
New Employees

Know What
Feel Understand Begin the
Is Expected
Welcome the Socialization
in Work and
and At Ease Organization Process
Behavior

© 2008 Prentice Hall, Inc. All rights reserved. 8–3

 The Orientation Process

Company
Employee Benefit
Organization and
Information
Operations

Personnel Employee Safety Measures

Policies Orientation and Regulations

Daily Facilities
Routine Tour

© 2008 Prentice Hall, Inc. All rights reserved. 8–4

 Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing New Employees’ Assessing Current Employees’
Training Needs Training Needs

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 Assessing Current Employees’ Training Needs

Assessment Center
Results Performance Appraisals

Methods for Job-Related

Individual Diaries
Identifying Performance Data
Training
Needs
Attitude Surveys Observations

Tests Interviews

© 2008 Prentice Hall, Inc. All rights reserved. 8–6

 Programmed Learning

Presenting Providing
Allowing the
questions, facts, feedback on the
person to
or problems to accuracy of
respond
the learner answers

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

© 2008 Prentice Hall, Inc. All rights reserved. 8–7

 Distance and Internet-Based Training

Teletraining

Videoconferencing
Distance Learning
Methods
Internet-Based
Training

E-Learning and
Learning Portals

© 2008 Prentice Hall, Inc. All rights reserved. 8–8

 Literacy Training Techniques

Employer Responses
to Functional Illiteracy

Testing job Instituting basic

candidates for skills and literacy
basic skills programs

© 2008 Prentice Hall, Inc. All rights reserved. 8–9

 Management Development

Long-Term Focus
of Management
Development

Assessing the Appraising Developing the

company’s managers’ managers and
strategic current future
needs performance managers

© 2008 Prentice Hall, Inc. All rights reserved. 8–10

 Management Development (cont’d)

Managerial
On-the-Job
Training

Coaching/
Job Action
Understudy
Rotation Learning
Approach

© 2008 Prentice Hall, Inc. All rights reserved. 8–11

 Managing Organizational Change
and Development

What to Change

Strategy Culture Structure Technologies Employees

© 2008 Prentice Hall, Inc. All rights reserved. 8–12

 Managing Organizational Change
and Development (cont’d)

The Human
Resource Manager’s
Role

Effectively
Organizing
Overcoming using
and leading
resistance to organizational
organizational
change development
change
practices

© 2008 Prentice Hall, Inc. All rights reserved. 8–13

 KEY TERMS

employee orientation job aid

training management development
performance management succession planning
negligent training job rotation
task analysis action learning
performance analysis case study method
on-the-job training management game
apprenticeship training role playing
outsourced learning
job instruction training (JIT)
behavior modeling
programmed learning
in-house development center
simulated training
organizational development
electronic performance support
controlled experimentation
systems (EPSS)

© 2008 Prentice Hall, Inc. All rights reserved. 8–14