HUMAN RESOURCE MANAGEMENT

Chapter 7
Training & Developing
Employees
By Dr. Chen Ho@IBT/MCU
November 24, 2022
 AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Summarize the purpose and process of employee orientation.

2. Give an example of how to design onboarding to improve employee
engagement.
3. List and briefly explain each of the five steps in the training process.
4. Explain how to use five training techniques.
5. List and briefly discuss four management development methods.
6. Answer the question, “What is organizational development and how does it
differ from traditional approaches to organizational change?”
7. Explain what to consider in evaluating the effectiveness of a training program.
訓練 (xùn liàn)
 Teaching employees skills they need to perform their
jobs
 Focus mostly on technical skills
 Other skills including skills in team-building,

decision-making and communication

EMPLOYEE ENGAGEMENT:
ONBOARDING AT TOYOTA
Day 1: Welcoming the employees and
overview of the organizational structure
and culture
Day 2: Involves communication, mutual
respect, teamwork, and open
communication values overview
Day 3: Involves 2.5–3 hours devoted to
communication and feedback training
Day 4: Involves teamwork training and
Toyota suggestion system
 Orientation Helps
New Employees

Know what
Feel Understand Begin the
is expected
welcome and the socialization
in work and
at ease organization process
behavior
 Company
Employee benefit
organization and
information
operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour
 Analyze
 Design
 Develop
 Implement
 Evaluate
Step 1: Needs Analysis
• Identify the specific job skills
• Analyze the needs of trainers
• Develop specific, measurable knowledge and performance objectives
Step 2: Instructional Design
• Compile and produce the training program content, including workbooks,
exercises and activities
• Use techniques such as on-the-job training and computer-assisted learning

Step 3: Development
• Validate the training program by presenting it to a small representative audience

Step 4: Implementation
• Train the targeted employee group

Step 5: Evaluation and follow-up

• Assess the program’s success or failure
 Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessingnew employees’ Assessing current
training needs employees’ training needs
• Determining what • Verifying performance deficiency
specific skills are • “Can’t do” vs “Won’t do”
required • Setting training objectives
 On-the-job training
 Apprenticeship training
 Lecture
 Programmed learning
 Audiovisual-based learning
 Simulated training
 Computer-based training
 Tele-training
 Internet-based training
 Having a person learn a job
by actually doing the job.
 OJT methods:
• Coaching by supervisor or
experienced worker
• Job rotation: move from job to job
• Special assignments
Apprenticeship training
 A structured process by which people become skilled
workers through a combination of classroom instruction
and on-the-job training.
Some Popular Apprenticeships
The U.S. Department of Labor’s Registered Apprenticeship program
offers access to 1,000 occupations, such as the following:
• 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
• ……………etc.
Lectures
Programmed Learning
 A systematic method for teaching job skills
involving:
Presenting Providing
Allowing the
questions, facts, feedback on
person to
or problems to the accuracy
respond
the learner of answers

 Advantages
 Self-paced learning
 Immediate feedback
 Reduced risk of error for learner
Audiovisual-based training
 To illustrate following a sequence over time.
 To expose trainees to events not easily demonstrable in
live lectures.
 To meet the need for organization-wide training and it is
too costly to move the trainers from place to place.
Job Instruction Training at UPS
Companies Using Virtual Reality
for Employee Training
Simulated training
 Training employees on special off-the-job equipment so
training costs and hazards can be reduced
 Too costly or dangerous for OJT
 Example: Pilot training
8–22
Computer-Based Training (CBT)
Advantages
 Reduced learning time
 Cost-effectiveness
 Instructional consistency

Types of CBT
 Intelligent Tutoring systems
 Interactive multimedia training
 Virtual reality training
 Teletraining and
Videoconferencing

Electronic Performance Support

Distance Systems (EPSS)
Learning
Methods Computer-Based Training

E-learning and learning portals

Virtual Classroom
27
?
Any attempt to improve current or future management
performance by imparting knowledge, changing
attitudes, or increasing skills.

Long-Term Focus of
Management Development

Assessing the Appraising Developing the

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

Communications  Rotation
 Overseas assignment
 Project leadership
and team building
 Understudy
assignment
 Meeting important
Broaden clients and learn
Horizons from the best
 Meeting clients, scholars, CEOs. Attend
Continuous conferences
Learning  Intensive learning on finance and market analysis.
 Managerial On-the-Job Training

Job Coaching and Action

rotation understudy learning
–Moving a trainee –The trainee works –Management
from department to directly with a trainees are allowed
department to senior manager or to work full-time
broaden his or her with the person he analyzing and
experience and or she is to replace; solving problems in
identify strong and the latter is other departments.
weak points. responsible for the
trainee’s coaching.
http://www.capsim.com
Kurt Lewin’s Change Model (1947)
 Organizational Change

LEWIN’S PROCESS FOR OVERCOMING RESISTANCE

Unfreezing
 Reducing the forces that are striving to maintain the
status quo
Moving / Changing
 Developing new behaviors, values, and attitudes

Refreezing
 Building in the reinforcement to make sure the
organization doesn’t slide back into its former ways
of doing things
Organizational development
 A development method aimed at changing the
attitudes, values, and beliefs of employees
so that employees can improve the organization
 Change process through which employees diagnose
and formulate the change that’s required and
implement it, often with the assistance of trained
consultants
Action Research
 Gathering data about the organization and
its operations and attitudes, with an eye
toward solving a particular problem
 Feeding back these data to the employees,
and then having them team-plan solutions to
the problems
Designing the study
 Time series design – using Time Series Graph
 Controlled experimentation – using evaluation form

Measuring training outcome

Reaction of trainees to the program
Learning that actually took place
Behavior that changed on the job
Results that were achieved as a result of the training
A Sample
Training
Evaluation
Form
1. New employees must be trained
2. There is more to orienting employees than introducing them to
coworkers
3. ADDIE outlines the training process
4. Specific training methods were covered
5. New managers often get on-the-job training
6. Managers must execute organizational change programs
7. Organizational training efforts need to be evaluated
NEXT WEEK DECEMBER 1
 Preview Chapter 8
 Third case presentation: “Gap Inc. Refashioning
performance management”
 Project progress:
o X-Culture: Congratulations for the completion of reports!
o Hult Prize: Keep up your spirits and get ready for the semi-final.
o Off Campus Competitions: Keep up your spirits and complete the
challenge!