Chapter 8 Training and Developing Employees. 8–2 Purpose of Orientation Feel Welcome and At Ease Begin the Socialization Process Understand the Organization.

Chapter 8Training and Developing

Employees

8–2

Purpose of Orientation

Feel Welcome and At Ease

Begin the Socialization

Process

Understand the

Organization

Know What Is Expected in Work and Behavior

Orientation Helps New Employees

8–3

The Orientation Process

Company Organization and Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine

8–4

The Training Process

• Training– The process of teaching new employees the basic

skills they need to perform their jobs.• Training’s Strategic Context– The firm’s training programs must make sense in

terms of the company’s strategic goals.• Performance Management– Taking an integrated, goal-oriented approach to

assigning, training, assessing, and rewarding employees’ performance.

8–5

The Training Process (cont’d)

1

2

3

4

5

The Five-Step Training and Development Process

Instructional design

Needs analysis

Validation

Implement the program

Evaluation

8–6

Training, Learning, and Motivation

• Make the Learning Meaningful1. At the start of training, provide a bird’s-eye view of

the material to be presented to facilitate learning.

2. Use a variety of familiar examples.

3. Organize the information so you can present it logically, and in meaningful units.

4. Use terms and concepts that are already familiar to trainees.

5. Use as many visual aids as possible.

8–7

Training, Learning, and Motivation (cont’d)

• Make Skills Transfer Easy1. Maximize the similarity between the training

situation and the work situation.

2. Provide adequate practice.

3. Label or identify each feature of the machine and/or step in the process.

4. Direct the trainees’ attention to important aspects of the job.

5. Provide “heads-up,” preparatory information that lets trainees know what might happen back on the job.

8–8

Motivation Principles for Trainers• People learn best by doing—provide as much

realistic practice as possible.• Trainees learn best when the trainers

immediately reinforce correct responses.• Trainees learn best at their own pace.• Create a perceived training need in the trainees’

minds.• The schedule is important—the learning curve

goes down late in the day; less than full day training is most effective.

8–9

Analyzing Training Needs

Task Analysis: Assessing New Employees’ Training

Needs

Performance Analysis: Assessing Current Employees’ Training Needs

Training Needs Analysis

8–10

Assessing Current Employees’ Training Needs

Performance Appraisals

Job-Related Performance Data

Observations

Interviews

Assessment Center Results

Individual Diaries

Attitude Surveys

Tests

Methods for Identifying

Training Needs

8–11

Training Methods• On-the-Job Training• Apprenticeship Training• Informal Learning• Job Instruction Training• Lectures• Programmed Learning• Audiovisual Training• Simulated Training• Computer-Based Training (CBT)• Electronic Performance Support Systems (EPSS)• Distance and Internet-Based Training

8–12

Training Methods (cont’d)• On-the-Job Training (OJT)– Having a person learn a job by

actually doing the job.• Types of On-the-Job Training– Coaching or understudy– Job rotation– Special assignments

• Advantages– Inexpensive– Learn by doing– Immediate feedback

8–13

Programmed Learning

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

Presenting questions, facts, or

problems to the learner

Allowing the person to respond

Providing feedback on the accuracy of

answers

8–14

Computer-Based Training (CBT)

• Advantages– Reduced learning time

– Cost-effectiveness

– Instructional consistency

• Types of CBT– Interactive multimedia training

– Virtual reality training

8–15

Distance and Internet-Based Training

Teletraining

Videoconferencing

Internet-Based Training

E-Learning and Learning Portals

Distance Learning Methods

8–16

Management Development

Assessing the company’s

strategic needs

Developing the managers and

future managers

Long-Term Focus of Management

Development

Appraising managers’

current performance

8–17

Succession Planning

1

Begin management development

Review firm’s management skills inventory

Steps in the Succession Planning Process

Anticipate management needs

Create replacement charts

2

3

4

8–18

Management Development (cont’d)

Job Rotation

Action Learning

Managerial On-the-Job

Training

Coaching/Understudy Approach

8–19

Management Development (cont’d)

University-Related Programs

Management Games

Off-the-Job Management Training Off-the-Job Management Training and Development Techniquesand Development Techniques

The Case Study Method

Outside Seminars

Executive Coaches

Behavior Modeling

Role Playing

Corporate Universities

8–20

Managing Organizational Change and Development

Strategy TechnologiesCulture

What to Change

Structure Employees

8–21

Managing Organizational Change and Development

(cont’d)

Overcoming resistance to

change

Effectively using organizational development

practices

The Human Resource Manager’s Role

Organizing and leading

organizational change

8–22

How to Lead the Change: Lewin’s Process

• Unfreezing Phase– Establish a sense of urgency (need for change).– Mobilize commitment to solving problems.

• Moving Phase– Create a guiding coalition.– Develop and communicate a shared vision.– Help employees to make the change.– Consolidate gains and produce more change.

• Refreezing Phase– Reinforce new ways of doing things.– Monitor and assess progress.

8–23

Using Organizational Development

1

Applies behavioral science knowledge.

Organizational Development (OD)

Usually involves action research.

Changes the organization in a particular direction.

2

3

8–24

TABLE 8–3 Examples of OD Interventions

Human Process ApplicationsT-groups (Sensitivity Training)

Process consultation

Third-party intervention

Team building

Organizational confrontation meeting

Survey research

Technostructural InterventionsFormal structural change

Differentiation and integration

Cooperative union–management projects

Quality circles

Total quality management

Work design

HRM ApplicationsGoal setting

Performance appraisal

Reward systems

Career planning and development

Managing workforce diversity

Employee wellness

Strategic OD ApplicationsIntegrated strategic management

Culture change

Strategic change

Self-designing organizations

Using Organizational DevelopmentUsing Organizational Development

8–25

Evaluating the Training Effort

• Designing the Study– Time series design

– Controlled experimentation

• Training Effects to Measure– Reaction of trainees to the program

– Learning that actually took place

– Behavior that changed on the job

– Results achieved as a result of the training

© 2008 Prentice Hall, Inc. All rights reserved.8–26

FIGURE 8–5Using a Time

Series Graph to Assess aTraining

Program’sEffects