TRAINING &

DEVELOPING
EMPLOYEE
A development course to set you up
for success at work
Riesthandie | Firman | Richard
| Abdurrohim
 Purpose of Orientation

Orientation Helps
New Employees

Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior
 The Orientation Process

Employee benefit Company organization

information and operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour
The Training Process
• Training
• Is the process of teaching new employees the basic
skills they need to perform their jobs
• Is a hallmark of good management
• Reduces an employer’s exposure to negligent
training liability

•Training’s Strategic Context

• The aims of firm’s training programs must make
sense in terms of the company’s strategic goals.
• Training fosters employee learning, which results in
enhanced organizational performance.
4 Steps in the
Training Process
Evaluation

Program
Implementation
Instructional
Design

Need
Analysis
Training, Learning, and Motivation
• Make the Learning Meaningful
• At the start of training, provide a bird’s-eye
view of the material to be presented to
facilitate learning.
• Use a variety of familiar examples.
• Organize the information so you can present
it logically, and in meaningful units.
• Use terms and concepts that are already
familiar to trainees.
• Use as many visual aids as possible.
• Create a perceived training need in trainees’
minds.
• Make Skills Transfer Easy
• Maximize the similarity between the training
situation and the work situation.
• Provide adequate practice. Label or identify
each feature of the machine and/or step in
the process.
• Direct the trainees’ attention to important
aspects of the job.
• Provide “heads-up,” preparatory information
that lets trainees know what might happen
back on the job.
Training, Learning, and Motivation
• Reinforce the Learning

• Trainees learn best when the trainers

immediately reinforce correct responses,
perhaps with a quick “well done.”
• The schedule is important. The learning
curve goes down late in the day, so that
“full day training is not as effective as half
the day or three-fourths of the day.”
Analyzing Training Needs

TRAINING NEEDS
ANALYSIS

Performance Analysis :
Task Analysis : Assessing new
Assessing Current Employees
employees’ training needs
Training Needs
Sample Task
Analysis Record
Form
 Assessment
Performance Analysis: Center Result
Specialized Individual
Assessing Current Software Diaries

Employees’ Training Needs

Interviews Methods for Attitude

Surveys
Identifying
Training Needs
Observations Test

Job-Related
Performance
Performance
Appraisals
Data
Training Methods
• On-the-Job Training
• Apprenticeship Training
• Informal Learning
• Job Instruction Training
• Lectures
• Programmed Learning
• Audiovisual-Based Training
• Vestibule Training
• Teletraining and Video
conferencing
• Electronic Performance Support
Systems (EPSS)
• Computer-Based Training (CBT)
• Simulated Learning
• Internet-Based Training
• Learning Portals
Lifelong Learning & Literacy Training
Techniques

EMPLOYER RESPONSES
TO EMPLOYEE
LEARNING NEEDS

Provide employees with

Intituting basic skill and
lifelong educational and
literacy programs
learning opportunities
Creating a Training
Programs
Compile training
program for the job
Develop a job
instruction sheet
Develop an abbreviated
task analysis record form
Use a detailed
job description
Set training
objectives
Implementing Management Development
Programs

LONG-TERM FOCUS
OF MANAGEMENT
DEVELOPMENT

Assessing the Appraising Developing the

companys strategic managers’ current managers and
needs performance future managers
Succession Planning

Begin
management
Create development
replacement
chart
Review firms
management
skills inventory
Anticipate
management
needs
Management Development Techniques

MANAGERIAL ON JOB
TRAINING

Coaching &
Job Rotation Action learning
Understudy
Managing Organizational Change and
Development

THE HUMAN RESOURCE

MANAGER’S ROLE

Effectively using
Overcoming resistance Organizing and leading
organizational
to change organizational change
development practices
Managing Organizational Change and
Development (Cont’d)

• Unfreezing Stage • Help employees to make the change.

• • Consolidate gains and produce more

Establish a sense of urgency (need for
change). change

• Mobilize commitment to solving problems. • Re-freezing Stage

• Coalitions Stage • Reinforce new ways of doing things

• Create a guiding coalition monitor and assess progress

• Develop and communication a shared

vision
Evaluating the training effort
Designing the Evaluation Study
• Time series design
• Controlled experimentation

Choosing which training

effects to measure
• Reaction of trainees to the program
• Learning that actually took place
• Behavior that changed on the job
• Result achieved as a result of the training
Using a Time Series
Graph to Assess a
Training Program’s
Effects
A Sample Training
Evaluation Form
THANK YOU FOR LISTENING!
Reach out for any questions.