Chapter 5

TRAINING AND
DEVELOPMENT
OF HUMAN
RESOURCES
OBJECTIVES:
After this lesson, you should be able to:
1. Enumerate and explain varied types of employee training
2. State the difference between training and development
3. Discuss training and development of employees for efficient continued
membership in the organization
4. Reason out why management must consider training as one of its major function
and;
5. Internalized the responsibilities of the personnel department and the supervisors
in the orientation program.
The beginning of training

The beginning of training can be traced to the stone

Age when people started transferring knowledge
through signs and deed to others . Vocational
Training started during the industrial revolution when
apprentices were provide direct instructions in the
operation machines.
Training

Is the process where people acquire capabilities to aid in

the achievement of organization goals. It is a planned
effort of the company to facilitate learning on the job-
related competencies. This competencies include
knowledge, skills, or behavior that are critical for
successful job performance . The goal of training is for
employee to master the knowledge, skills, and behaviours
emphasized in training programs and to apply them in day-
to-day activities.
Orientation: Training of New Employees

Orientation is the planned introduction of new employees to their

jobs,co-workers, and the organization. The employee need to know
the company policies, rules and regulations, and the company
direction in order to adapt to the new working environment.
The HRD has to design the orientation program and incorporate the
following topics:

a. Company policies, rules and regulations – These cover reporting for work, time
in, time out, policies related to employee discipline and behavior while at work and
other important company regulations.

b. Corporate Mission and Vision, company officers, and corporate goals and
objectives, its products and services and other important clienteles.

c. Explain company pay system, benefits, and other

services available to employees and their families.

d. Provide overview of job setting and work rules.

e. Introduce the employee to co-workers and the company’s working environment.

f. Safety rules and health

programs
The purpose of orientation of new employee – The overall goal of orientation is to
help new employees learn about the organization as soon as possible so that they
can begin contributing to the company’s goals and objectives.
From the perspective of the employers and the employees, the orientation process
has the following purposes:

1. Productivity enhancement –Both the employer and employee want to start right
and become productivity as soon as possible.
2. Turnover reduction – Employees with effective orientation programs
tend to stay longer with the company. Fast employee’s turnover rate
affects productivity and efficiency.

3.Organizational effectiveness- Well-oriented employees can immediately contribute

to the goals and objectives of the organization.

4. Favorable employee impression- A good orientation program creates a

favorable impression of the organization and its work.

5. Enhance interpersonal acceptance- it tries to ease the employee’s entry into the
work groups. Employee’s often are concerned about meeting new people in the
work force.
A systematic Approach to Training
Training is moving its focus teaching employees specific skills to a broader
focus of creating knowledge. Training is used to gain a competitive advantage
and viewed broadly as to create an intellectual capital. The development of
intellectual capital includes the following:

a. Basic skills –skills needed to perform one’s job effectively.

b. Advanced skills – the used of technology to share with other

employees

c. Understanding of the Customer Needs- The global market is

quality competitive.
The following steps are integral instructional processes :

1.Conducting needs assessment

a. Organizational analysis
b. Person analysis
c. Task Analysis

2. Ensuring employee’s readiness for training

a. Attitude and motivation
B. Basic Skills

3. Creating the learning environment

a. Identification of training objectives and training outcomes
b . Meaningful materials
c. Practise
d. Feedback
e . Observation of others
f . Administering and coordinating programs
4.Ensuring transfer of training
a. self-management strategies
b. Peer and manager support

5. Selecting training methods

a. Presentational methods
b. Hands-on methods
c. Group methods

6. E valuating Training Programs

a. Identification of training outcome and evaluation designs
b. Cost- benefit analysis
1. Assessment Phases

Training is designed to help the organization accomplish its objectives.

Planners determine the need for training and specify the training objectives
and the training effort. An important part of the company’s strategic human
resource planning is the identification of knowledge, skills, and abilities that
will be need by the employees in the future as both job and organization
change.
a. Organizational Analysis

- The specific source of information and operational measures or an

organizational level needs analysis, which include the following:

a. Grievances
b. Accident record
c. Observation
d. Exit interview
e. Customer’s complaints
f. Equipment utilization and breakdown
g. Material wastage, scraps, and quality control data
h. Training committee, observation and need assessment data
B. Task Analysis

The job description and the job specification provide information on

the performance expected and the skills necessary for employees to
accomplish the required work . Changes in the work environment
due to the introduction of new technology or machinery require
changes in the task requirement of the position.
c. Individual Analysis

- The use of performance appraisal data in making this individual analysis is the
most common approach.
A performance review reveals the employee’s inadequacy to perform a certain types
of task and this will reveal what necessary training is need to correct the
weaknesses. An employee’s potential may mean further training to assume a higher
position in the future.
2. Employees Readiness for Training

The employee must set a positive tone for training . That attitude
toward training must be cultivated and made an integral
requirement before the employee sets foot in the training room. A
positive attitude is the desire of the trainee to learned the content of
the training program .
The following factors influences the motivation to learn:

a. Self-efficacy

b. Understanding the Benefits or Consequences

of training

c. Awareness of Training Needs, Career Interests and Goals

d. Basic skills
Self-efficacy

- Is the employee's belief that he can successfully

learn the content of the training . The employee
must understand that the training is for the
advantage and learning gain could be a asset for
future advancement.
 Understanding the Benefits or Consequences
of training

The employee’s must understand that the

training is related to his job, personal and
career benefits as it may include process or
procedures to make his work easier and is
needed due to change in work technology
 . Awareness of Training Needs, Career
Interests and Goals

- The employee’s must be given the choice of what training

program he would like to attend. This should be related to his
needs, career interest and personal goals in the organization as
discussed with his immediate superior.
. Basic skills

This refers to the degree of the employee’s

desire to learn the cognitive ability, reading
and writing skills, and other technology
changes necessary in the work environment.
3. The Learning Environment

Learning evolves a permanent changes in the behavior. For

employees to acquire knowledge and skills in the training
program and apply the information in their job, the training
program needs to include specific learning principles.
a. Employees need to know why they should learn

– they must understand why they have to attend the training program.
The objective and purpose must be made clear to the employees.

b. Employees need to used their own experiences as bases for learning

– Training could be a meaningful if it is linked to their current job experiences and

tasks. The lessons should be presented on the level of employee’s understanding.
c. Employees need to have the opportunity to practise

– the opportunity to practise the learning should be provide in the program.

Practise make perfect, as they saying goes.

d. Employees need Feedback

– The employees need to know how they are meeting the training
objectives. Feedback should focus on specific behavior and should be
immediately communicated to the employee.

e. Employees learn by observing and interacting with others

– community of practise refers to a group of employees who work together

and learn from each other and develop a common understanding on how to
get the work done.
f. Employeesneed Training Program to be
properly coordinated and arranged.

- Coordination is the most important aspect of training

administration. It means coordinating activities before, during
and after the program
 Analyzing Training Needs

The immediate and specific needs of a company are determining

factors in the selection of the training course and materials.
Standard as to the amount of training that should be provided for
each type of job may not be readily established, as many other
factors must be considered, such as the liability and experience of
the learner and the complexity of the things to be learned.
The need for training is usually indicated in the following
instances:

 When required skill is not possessed by anyone in the work force;

 When an employee’s performance is below standard, but he has the
potential to improve his productivity;
 When morale or production is low
 When there is a fast turnover of personnel;
 When the rate of absenteeism or accident is high;
 When restiveness or dissatisfaction mounts;
 When supervision is lax;
 When new technology is introduced.

Analyzing Training Needs

Training needs may be ascertained by considering the following
question:

• Is there a problem to be solved?

• Where does it exist (which department)
• Who needs the training?
• What is the nature of training? (remedial or improvement
required by the situation)

Analyzing Training Needs

4. Transfer of training

Transfer of training is the practical application of what was learned

in the program. Immediate supervisor’s and peers’ support,
opportunity to practise what was learned, the technology in the
work area and self-management skills influence the climate of
transfer. The environment is the laboratory for the transfer of
learning.
5.Selecting the Training Method

The number of different methods can be used to help

employees acquire new knowledge, skills, and behavior.
Technology has a major impact on the delivery of
training programs. New Technology allows trainees to
see, feel, and hear how equipment and other persons
respond to their behavior. The multimedia has greatly
changed the training landscape and training now could
be less costly.
a. Presentation Method

- Is the passive receipt of information that includes the traditional

instruction, distance learning, and audio visual techniques. There are ideal
for presenting new facts, information, different philosophies, and
alternative solutions or processes.

Selecting the Training Method

b. Hands –on Training

-This refers to training methods that require on the- job training

, simulation, business games, case studies, behavior modeling,
interactive videos, and web-base training.

Selecting the Training Method

c. Group building Method

It helps trainees share ideas and experiences, build

group or team identity, understand the dynamics of
interpersonal relationships, and get to know their own
strengths and weaknesses and those of their co-
workers. This develops discussions and development of
plants to apply what was learned that will improve
team performance on the job.

Selecting the Training Method

6.Evaluating the Training Program

Evaluation of training compares the post-training results to

the objectives expected by the management, trainers, and the
trainees. Training is often done with any thought of
measuring, evaluating and seeing how well it works after.
Training is both time-consuming and costly and therefore
evaluation must be done.
 a. Learning

It represents the level of how well the trainees have learned fact, ideas, concept,
theories and attitudes. Test on training materials are commonly used for
evaluating learning and can be given before and after training to compare results.

6.Evaluating the Training Program

b. Behavior

There must be a change in the work attitude and behavior of

the trainee after the training. Observable behavior must be
measured in terms of work improvement, increased work
output, and work effectiveness . The trainee must be able to
display a better look at the work environment and increased
productivity must be observed.

6.Evaluating the Training Program

c. results

Employers evaluate results by measuring effects of training on

the achievement of organizational objectives. Because results
such as productivity, turnover, quality, time, sales volume and
cost are relatively concrete, comparing records before and after
the training can do the evalaution.

6.Evaluating the Training Program

 Criteria for Evaluation of Training

Training effectiveness should be assessed on the basis of solid grounds.

Sometimes, trainers and managers rely on superficial employee reactions. If
trainee applaud the resource person, the lecture or demonstration, it’s a success. If
they’re happy to have taken the course, that’s enough. If one notices that on the
first day back on the job they seem to be using the skills learned, one may
conclude that the training money was well spent.
 Human Resource Development

Development refers to formal education, job experience,

relationships, and assessments of personality and abilities that
employees prepare for the future . Development can be thought of as
growing capabilities that go beyond those required by the current job.
It presents the employees abilities handle a variety of assignments.
Planning and Choosing a development
Approach

While training considers analysis as an important component of any

training program, development needs analysis because it is necessary
to identify the strengths and weaknesses of those that will given these
organizational intervention. Assessment involve collecting
information and providing feedback on employees, behavior,
communication style, or skills, or leadership potentials as preparation
for formal induction to the development program.
The following Processes are used in the assessment:

a. Assessment Centers
b. Psychological Testing
c. Performance Appraisal
a. Assessment Centers

Employees sent to assessment centers to take examinations

covering personality test, communication skills, personal
inventory assessment , benchmarking, other examination.
a. Psychological Testing

Pencil and paper test have been used for years to determine employees
development potential and needs. Intelligence test, verbal and
mathematical reasoning test can furnish useful information about
factors of motivation , reasoning abilities, leadership styles,
interpersonal response traits, and job preferences.
c. Performance Appraisal

Measures the employee’s potential

when done properly could be a good
source of development information.
Observable and measurable output,
attitude and behavior , data on
productivity, employee relation , job
knowledge, and leadership behavior
are important sources of employee
information.
 Succession Planning
Planning in advance for orderly succession and development
needs of the successor is important to avoid a host o potential
problems.. Replacement charts can be part of the
development planning process by specifying the nature of
development of employee needs to be prepared for the
identified position. It purpose is to ensure that the right
individuals are available at the right time and that they have
sufficient experience to handle the target jobs.
Human Resources Development Approaches

In-House or on Company Site- The planned activities that could

be developed within the company or while the employee is at
work are those activities that will enhance the employees’
potential to assume other jobs that the company needs in its
operation.
The following are the In-House Approaches.

1. Management Coaching
2. Committee Assignments
3. Job Rotation
4. Assistant –to –the Position
5. Job Enlargement
6. Mentoring
1. Management
Coaching

The immediate supervisor coaches the subordinate employee in

performing certain functions that are necessary for his advancement. It
combines observation suggestion. This is best when it involves good
relationship.
2.Committee Assignments

Assigning promising employees to important committees can give the

employee a broadening exercise and can help them to understand the
personalities, issue, and process governing the organization.
3.Job Rotation

This is time process of shifting employees from one job to

other. A substantial managerial time is needed when
trainees must be acquainted with different people and
techniques in each new unit
4.Assistant –to –the Position

This is the assignment of an assistant to the position

who works directly under the manager. He is given the
opportunity to deal with challenging and interesting
task. Studies and other task are assigned for analysis
before they are given to the head for final
implementation.
5.Job Enlargement

Refers to adding challenges or new responsibilities to the

employee’s current jobs. This could include such activities as
special projects assignments, switching roles within a work team
or research activities.
6. Mentoring

Employees can also develop skills and increase their knowledge about
the company and its operations by interacting with more experienced
organization members. Mentoring helps new members bring together
successful senior employees with less experienced members.
Off-site or outside
Development Interventions

This technique could be effective because the individuals are given the
opportunity to get away from the job and concentrate solely on what is
to be learned. These intervention are usually held outside at the
company’s expense and will serve as a break from the office monotony.
The following are some of the development program

1. Formal Education
2. Team Building
3. Case studies
4. Role Playing
5. Simulations
 1.Formal Education

The company sends the employee to formal seminars,

workshops and other training programs offered by training
consultants and agencies. Some companies send their
employees to take advanced studies in the graduate
programs in exclusive schools or take courses in foreign
countries.
2.Team Building

-These organisational interventions are usually

conducted away from work for about 3 to 4 days. The
employees are organized into teams and solve common
problem related to relationships. The focus is on
human relation issue and poor team work.
 3.Case studies

This is a classroom type of training technique that provides a medium through the
application of management behavior concepts and analyses. Case are either through
the use of multi-media or case problems that are developed similar to those existing
in the work environment. Group case analysis and presentations are made discussion
facilitate the learning experience.
4.Role Playing

-Role- playing is a developmental technique requiring the

trainee to assume a role in a given situation and act the
behavior associated with it. The facilitators provide the
script and the group evaluate the performance. The other
participants provide comments suggestions after each
performance.
 5.Simulations

These are business games developed by human resource experts that require
the participants to analyse a situation and decide the best course of action
based on the given data.
Thank you