Human Resource Management

Chapter 8
Training and Developing
Employees

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Learning Objectives
8.1 Summarize the purpose and process of employee
orientation.
8.2 Give an example of how to design onboarding to
improve employee engagement.
8.3 List and briefly explain each of the steps in the training
process.

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Orienting and Onboarding New
Employees
• Employee orientation
– or onboarding
– a procedure for providing new employees with basic
background information about the firm
• Every manager should know how to orient and train
employees

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The Purposes of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization

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The Orientation Process
• Begins before the first day
• Supervisor
• Employee handbook
• Orientation technology

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Employee Engagement Guide for
Managers: Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual Respect
Day 3: Team Work
Day 4: Suggestion system

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Overview of the Training Process
• Training means giving new or current employees the
skills that they need to perform their jobs
• Fosters engagement

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Aligning Strategy and Training
• Identify the employee behaviors the firm will need to
execute its strategy
• Deduce what competencies employees will need
• Put in place training goals and programs to impart those
competencies.
• Competency model

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The ADDIE Five-Step Training Process
• Analyze
• Design
• Develop
• Implement
• Evaluate

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Conducting the Training Needs Analysis
• Strategic training needs analysis
• Current employees’ needs analysis
– Task analysis
– Performance analysis

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Is the Problem Can’t Do or Won’t Do?
• Uncovering why performance is down is the heart of
performance analysis.
• Distinguish between can’t-do and won’t-do problems

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Designing the Training Program (1 of 2)
• Design means planning the overall training program
• Setting learning objectives
• Identify constraints
• Creating a motivational learning environment

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Designing the Training Program (2 of 2)
• Make the learning meaningful
• Make skills transfer obvious and easy
• Reinforce the learning
• Ensure transfer of learning on the job
• What not to do
• Program delivery

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Developing the Program
• Assemble training content and materials
• Training Methods
– iPads
– Workbooks
– Lectures
– PowerPoint slides
– Web- and computer-based activities, course activities
– Trainer resources and manuals

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Implementing the Training Program
• On-the-job training (OJT)—Training a person to learn a
job while working on it
• Types of on-the-job training
– Coaching or understudy
– Job rotation
– Special assignments
– Peer training

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Shadow Learning
• Shadow learners—learners who seek opportunities to
learn and practice their jobs in nontraditional ways.

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Apprenticeship Training
• Apprenticeship Training—a structured process by
which people become skilled workers through a
combination of classroom instruction and on-the-job
training.

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Training Programs (1 of 2)
• Informal learning
– 70/20/10
• Job instruction training (JIT)
• Lectures

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Training Programs (2 of 2)
• Programmed learning
• Behavior modeling
– Modeling
– Role-playing
– Social reinforcement
– Transfer of training

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Other Types of Training (1 of 2)
• Audiovisual-based
• Vestibule training
• Electronic performance support system (EPSS)
• Videoconferencing
• Computer-based training (CBT)

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Other Types of Training (2 of 2)
• Online/Internet-based training
– Learning management systems
• Learning portal
• The virtual classroom
• Mobile and micro learning

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Mixed Reality, Simulated Learning, and
Gaming
• Virtual reality
• Augmented reality
• Simulated learning
• Gaming

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Lifelong and Literacy Techniques
• Lifelong learning
– providing employees with continuing learning
experiences over their tenure with the firm
• Literacy training
• Diversity training

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Team Training
• Cross training
• Interpersonal
• Team management

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Implementing Management Development
Programs
• Management development
– any attempt to improve managerial performance by
imparting knowledge, changing attitudes, or
increasing skills
• Strategy’s role in management development
• Support succession planning process

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Candidate Assessment and the 9-Box
Grid
• The 9-box grid
– shows potential from low to medium to high on the
vertical axis
– Shows performance from low to medium to high
across the bottom
• Can simplify the task of choosing development candidates

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Managerial On-the-Job Training and
Rotation
• Coaching/Understudy approach
– Trainee works directly with a senior manager or with
the person he or she is to replace
• Action learning
– Give managers released time to work analyzing and
solving problems in departments other than their own
• Stretch assignments
– Push beyond comfort zone
• Coaching apps
– Pluma
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Off-the-Job Management Training and
Development Techniques (1 of 2)
• Case study method
• Computerized management games
• Outside seminars
• University-related programs
• Role-playing

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Off-the-Job Management Training and
Development Techniques (2 of 2)
• Corporate universities
• Executive coaches
• SHRM learning system
• Cloud-based development

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Characteristics of Effective Leadership
Development Programs
• Thorough needs analysis
• Mandatory participation
• Trainer-based programs
• Practice-based programs
• Feedback
• On-site programs
• Face-to-face
• Senior-level leaders

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Managing Organizational Change
Programs
• Companies often find it necessary to change how they do
things.
• Making changes is never easy.

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Lewin’s Change Process
1. Unfreezing
2. Moving
3. Refreezing

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Overcoming Employee Intransigence
1. Establish a sense of urgency
2. Mobilize commitment
3. Create a guiding coalition
4. Develop and communicate a shared vision
5. Help employees make the change
6. Aim first for attainable short-term accomplishments
7. Reinforce the new ways of doing things
8. Monitor and assess progress

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Using Organizational Development
• Organizational Development
– a special approach to organizational change in which
employees themselves formulate and implement the
change that’s required.

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AI Change Programs
• Employers increasingly use artificial intelligence (AI)
initiatives to improve their operations.
• Obstacles to implementing AI programs must be
overcome.

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Evaluating the Training Effort
• Designing the study
• Controlled
experimentation
• Training Effects to
Measure
– Reaction
– Learning
– Behavior
– Results

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