Training & Development Dony Eko Prasetyo, S.IP.. O rientation O rientation.

Training & DevelopmentDony Eko Prasetyo, S.IP.

OOrientationrientation

Orientation

• Introduction of a new employee to his/her job and the organization.

• A program designed to help employees fit smoothly into an organization; also called socialization.

• Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization.

Orientation content

– Information on employee benefits– Personnel policies– The daily routine– Company organization and

operations– Safety measures and regulations– Facilities tour

Orientation (continued)

• It conveys three types of information:1. General information about daily work

routine.2. Review of organization’s history ,purpose

operations, and products or services and contribution of employee’s job to the organization’s needs.

3. Presentation of organization’s policies, work rules and employee benefit.

Types of Orientation

• Two types of orientation:1. Work unit orientation: Familiarizes employee with goals of work

unit, contribution to the unit’s goals, introduction to co-workers.

2. Organization orientation: Informs employee about the

organization’s objectives, history ,philosophy procedures and rules, human resource policies and benefits. Tour of organization’s work facilities.

Orienting Employees (cont’d)

• A successful orientation should accomplish four things for new employees: – Make them feel welcome and at ease.– Help them understand the organization in a

broad sense.– Make clear to them what is expected in

terms of work and behavior.– Help them begin the process of becoming

socialized into the firm’s ways of acting and doing things.

Training Training

• THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP.

Mark Twain

• “Tell me and I forget, teach me and I remember, involve me and I learn”

Benjamin Franklin

Training Programs

• A process designed to maintain or improve current job performance.

• Most training is directed at upgrading and improving an employee’s abilities or skills.

The Training Process

• Training– The process of teaching new employees

the basic skills they need to perform their jobs.

• The strategic context of training– Performance management: the process

employers use to make sure employees are working toward organizational goals.

• Web-based training• Distance learning-based training• Cross-cultural diversity training

The Training and Development Process

• Needs analysis– Identify job performance skills needed, assess

prospective trainees skills, and develop objectives.

• Instructional design– Produce the training program content, including

workbooks, exercises, and activities.

• Validation– Presenting (trying out) the training to a small

representative audience.

• Implement the program– Actually training the targeted employee group.

• Evaluation– Assesses the program’s successes or failures.

Analyzing Training Needs

• Task analysis– A detailed study of a job to identify the

specific skills required, especially for new employees.

• Performance analysis– Verifying that there is a performance

deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).

Needs Analysis3 Levels of Needs Analysis:

Organizational analysis: What are the training needs of the organization?

What training will support the organization’s strategy?

Example: Internal growth strategy (growth from new products or new markets) would be supported by training in:Creative thinkingNew product developmentUnderstanding & evaluating potential new

marketsTechnical competence in jobs

Example: What are the training needs for other strategies?Low-cost leadership, focused (niche)

concentration, external growth (mergers & acquisitions), downsizing & divesting

Needs Analysis

Needs Analysis3 Levels of Needs Analysis (more):

Organizational analysis (more)Use benchmarks of organizational health

& success to identify training needsGeneral examples:

HeadcountProductivityCostsQuality

Specific examples for an airline:On-time ratesLost baggage ratesEmployee injury rates

Needs Analysis3 Levels of Needs Analysis (more):

Job and task analysis: What are the training needs of each job in the organization?

Examine the job descriptions:What tasks & duties are performed by each job?For each task:

Do new hires already know how to perform the task or will they have to be trained? (Helps to identify training needs)

What are the consequences of performing the task incorrectly? (Helps to set training priorities)

Can the task be learned on the job, or should it be taught off the job? (Helps to identify training methods)

Needs Analysis

• 3 Levels of Needs Analysis (more):– Individual analysis: What are the

training needs of each individual employee in the organization?

• Examine each employee’s performance appraisal

• Do certain employees, or groups of employees, have job performance that might be improved by training that is cost-effective?

Training Methods

Classroom Video

On-the-Job

Computer AssistedInstruction

Simulation

1. Classroom Instruction

• Efficient dissemination of large volume of information.

• Effective in explaining concepts, theories, and principles.

• Provides opportunity for discussion.

• Learner does not control pace or content

• Does not consider individual differences.

• Limited practice.• Limited feedback.• Limited transfer to job.

PROS CONS

2. Video and Film

• Provides realism.• Adds interest.• Allows scheduling

flexibility.• Allows exposure to

hazardous events.• Allows distribution to

multiple sites.

• Does not consider individual differences.

• Limited practice.• Limited feedback.• Adds additional cost.

due to: * Script writers * Production specialists * Camera crews

PROS CONS

3. Computer Assisted Instruction

• Efficient instruction.• Considers individual

differences.• Allows scheduling

flexibility.• Allows active practice

for some tasks.• Allows learner control.• Provides immediate

feedback to tasks.

• Limited in presenting theories and principles.

• Limited discussion.• Transfer depends on

particular job. (Good for computer work.)

• High development cost (40-60 hours per hour of instruction at approx Rs. 10,000 per hour.)

PROS CONS

5. Simulation

• Provides realism.• Allows active practice.• Provides immediate

feedback.• Allows exposure to

hazardous events.• High transfer to job.• No job interference.• Lowers trainee stress.

• Cannot cover all job aspects.

• Limited number of trainees.• Can be very expensive (for

example, “aircraft simulators” and “virtual reality” simulators).

PROS CONS

6. On-The-Job Training

• Provides realism.• Allows active practice.• Provides immediate

feedback.• High motivation.• High transfer to job.• Lowers training cost.

• Disruptions to operations.• May damage equipment.• Inconsistent across

departments.• Inadequate focus on underlying

principles.• Lack of systematic feedback.• Transfer of improper

procedures.• Trainee stress.

PROS CONS

Computer-based Training (CBT)

• Advantages– Reduced learning time– Cost-effectiveness– Instructional consistency

• Types of CBT– Intelligent Tutoring systems– Interactive multimedia training– Virtual reality training

Distance and Internet-Based Training

• Teletraining– A trainer in a central location teaches groups of

employees at remote locations via TV hookups.

• Videoconferencing– Interactively training employees who are

geographically separated from each other—or from the trainer—via a combination of audio and visual equipment.

• Training via the Internet– Using the Internet or proprietary internal

intranets to facilitate computer-based training.

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 that were achieved as a result of the training

Time Series Training Evaluation Design

Figure 8–5

A Sample Training

Evaluation Form

Training Evaluation

30

Training Evaluation4 Levels of Evaluation (Kirkpatrick,

1983)Level 1: Reaction: measure the

satisfaction of the trainees with the training program

Satisfaction questionnaireLevel 2: Learning: measure how much

the trainees have learnedWritten testsPerformance testsSimulation tests

Training Evaluation4 Levels of Evaluation (more)

Level 3: Behavior: measure the trainees’ job performance back on their jobs

Performance appraisalsLevel 4: Results: measure the impact on

the organizationProfitsCostsProductivityQualityInjury rates, etc.

Developmental Programs

• A process designed to develop skills necessary for future work activities.

Difference between Training and Developmental Programs

• Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future.

• Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs.

Why Training and Developmental Program?

• To improve three types of skills

1) Technical skills2) Interpersonal skills3) Problem solving skills

Types Of Skills

• Technical Skills:

“The skills of improving basic skills like the ability to read , write and doing math computations as well as job specific competences”.

Types Of Skills (continued)

• Interpersonal skills: “This type of training includes

learning how to be better listener, how to communicate ideas more clearly and how to reduce conflicts”.

Types Of Skills (continued)

• Problem solving skills:

“These skills include participating in activities to sharpen logic , reasoning and skills at defining problems, being creative in developing alternatives, analyzing alternatives and selecting solutions”.