PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

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Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Training and Developing Training and Developing EmployeesEmployees

Tariq Tariq SaeedSaeed

Chapter Chapter 88

TRAINING AND DEVELOPING EMPLOYEES

TRAINING AND DEVELOPING EMPLOYEES

Orienting Employees

The Training Process

Training Methods

Management Development

Managing Organizational Change and Development

Evaluating the Training Effort

Summary /Q&As.

Purpose of Study: To increase your effectiveness as a TRAINER

SOCIALIZING & ORIENTING

A Process of helping new employees adapt to their new organization and work responsibilities.

These programs are designed to assist employees to fully understand what working is about in the

organization and to get them to become fully productive as soon as possible.

Orienting Employees Employee orientation

– A procedure for providing new employees with basic background information they need to work in your company.

– Without basic info, employees make time consuming or dangerous errors.

– Its about making the new person feel welcome and at home (part of team).

Purpose of Orientation 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.

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

At a minimum orientation should accomplish four things.

A SOCIALIZATION PROCESS

Outcomes

Productivity

Commitment

Turnover

Prearrival Encounter Metamorphosls

The Orientation ProcessOrientation programs range from 10

minutes discussions to week long programs.

Orientation content– Information on employee benefits– Personnel policies– The daily routine– Company organization and operations– Safety measures and regulations– A Facilities tour– Employee handbook (Soft /Hardcopy)

The Orientation Process

Company Organization and

Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine

PS: Provision of Employee Handbook &Use of Technology for Orientation by many Employers

NEW EMPLOYEE ORIETATION Sources of employee orientation . Samples to be included in Orientation Kit . Learning the Organization Culture . Check list for employee orientation ??

8–10

EMPLOYEE TRAININGWhat is Training

Training consists of planned programs designed to improve performance

(at the individual, group, and or organizational levels).

Improved performance , in turn, implies measurable changes in knowledge, skills, attitudes, and /or social behavior. (KSAO)

8–12

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.

The Training ProcessTraining

– The process of teaching or providing new or the present employees the basic skills they need to perform their jobs.

– It might mean, involve explaining the job to the new hire or some class activity .

– It might mean showing a new web designer the intricacies of his site or a new sales person how to sell the company’s product .

– It might even involve the current job holder explain the job to the new hire or a multi-week internet classes etc..

The Training ProcessThe strategic context of training

– Training used to focus on teaching skills.– Now we sit down with

management ,identify strategic goals and objectives and the skills and knowledge needed to achieve them.

– Then we work together to identify whether the staff has the skills and knowledge and when they don’t , that’s when we discuss training needs .

– These training needs are then followed by a training program.

The Training ProcessThe strategic context of training (example)

– Performance management: Training plays an important role in the performance management process.

– Performance management means taking an integrated, goal oriented approach to assigning, training, assessing and rewarding employees performance.

– To train means that it must make sense in terms of what the company wants them to contribute to achieve company’s goals.

– Thus Training is the process employers use to make sure employees work towards organizational goals.

– Training is more influencing then appraisal, feedback etc and considered to be a linkage between learning and organizational performance .

The Training and Development Process

The Five-Step Training & Development Process: Needs analysis

– Identify specific job performance skills needed, assess prospective trainees skills, and develops smart objectives.

Instructional design– You decide on , Compile and Produce the Training

Program Content, including Workbooks, Exercises, and Activities.

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

representative audience and bugs are worked out.

Implementing the program– Actually Training the Targeted Employee Group.

Evaluation– Assesses the Program’s Successes or Failures.

Training , Learning and Motivation Training is futile if the trainee lacks the ability or

motivation to benefit from it. Ability: The required reading, writing, math’s skills and

educational level, intelligence and knowledge base. Motivation: The urge to achieve or willingness to go

through training.– Provide opportunities for practice and learning

+make errors – Feedback including periodic performance

assessment and verbal critiques How to Motivate?

– Make the Learning Meaning Full– Make Skills Transfer Easy

8–18

Training, Learning, and Motivation

Make the Learning Meaningful

1.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.

6.Create a perceived need for training in the minds of the trainees.

8–19

Training, Learning, and Motivation (continued)

Make Skills Transfer Easy

1. 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.

6. Trainees learn best at their own pace. If possible, let them pace themselves.

8–20

Analyzing Training Needs

Task Analysis: Assessing New Employees’

Training Needs

Performance Analysis: Assessing Current Employees’

Training Needs

Training Needs Analysis

8–21

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

Assessing Current Employees Training Needs : Performance Analysis First step is usually to compare a persons actual

performance to what it should be. Cant Do /Wont Do: Futile to spend time on an

employee whose work lacks motivation. We need to distinguish between cant do &wont do

First determine if it’s a cant do problem & causes(not knowing what to do ,obstacles , lack of tools ,job aids or inadequate training ).

It might be a wont do problem. Change Rewards system, etc.

Competency Models

Competency means knowledge, skills and behaviors that enable employees to effectively perform their jobs.

The process for identifying a jobs competencies begins with interviews with Senior Executives, to crystallize the firms strategy and objectives.

HR specialists then conduct behavioral interviews with the jobs top performers as well as focus groups to identify the set of competencies that together will comprise the jobs competency model.

Subsequent trainings will then impart & develop these competencies.

DETERMINING TRAINING NEEDS

What deficiencies, if any, do incumbents have in the skills, knowledge, or abilities required to exhibit the necessary job behaviors?

What are the organization’s goals?

Is there a need

for training?

What behaviors are necessary for each job incumbent to complete

his or her arranged tasks?

What tasks must be completed to achieve their goals?

8–25

Training Methods On-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning Audiovisual Training Simulated Training (also Vestibule Training) Computer-Based Training (CBT) Electronic Performance Support Systems

(EPSS) Distance and Internet-Based Training

Training Methods (cont’d)

Internet Based Training . Using E- learning Improving Productivity Through HRIS :

Learning Portals . Literacy Training Techniques .

8–27

Training Methods (continued)

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

Steps in OJTStep 1: Prepare the learnerStep 2 : Present the operation Step 3 : Do a try out.Step 4 : Follow up.

8–29

Training Methods (continued) Effective Lectures

– Don’t start out on the wrong foot.

– Give listeners signals.

– Be alert to your audience.

– Maintain eye contact with audience.

– Make sure everyone in the room can hear.

– Control your hands.

– Talk from notes rather than from a script.

– Break a long talk into a series of five-minute talks.

– Practice and rehearse your presentation.

Programmed Learning/Programmed Instruction (PL/PI) Programmed instruction (PI)

– A systematic or step by step self learning method for teaching job skills involving:

• Presenting questions or facts • Allowing the person to respond• Giving the learner immediate feedback on the accuracy of

his or her answers

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

8–31

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

Distance and Internet-Based Training

Teletraining

Videoconferencing

Internet-Based Training

E-Learning and Learning Portals

Distance Learning Methods

Literacy Training Techniques

Testing job candidates for

basic skills

Instituting basic skills and literacy

programs

Employer Responses to Functional Illiteracy

What Is Management Development?

Management development– Any attempt to improve current or future

management performance by imparting knowledge, changing attitudes, or increasing skills.

Succession planning– A process through which senior-level

openings are planned for and eventually filled.

• Anticipate management needs• Review firm’s management skills inventory• Create replacement charts• Begin management development

Management Development

Assessing the company’s strategic

needs

Developing the managers and

future managers

Long-Term Focus of Management Development

Appraising managers’

current performance

Management Development

Job Rotation

Action Learning

Managerial On-the-Job

Training

Coaching/Understudy Approach

Managerial on-the-Job Training

Job rotation– Moving a trainee from department to

department to broaden his or her experience and identify strong and weak points.

Coaching/Understudy approach – The trainee works directly with a senior

manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching.

Action learning– Management trainees are allowed to

work full-time analyzing and solving problems in other departments.

Off-the-Job Management Training and Development Techniques

Case study method . Management games. Outside Seminars . University Related Educational Programs. University Related executive development

programs( leadership + AMP) Corporate Universities .( Web based LMSs In house programs . The executive coaching . The SHRM C , CSHRMP etc

Managing Organizational Change and Development

Strategy TechnologiesCulture

What to Change

Structure

Employees

(attitudes & skills)

Managing Organizational Change and Development

What to change?

– Strategy: mission and vision

– Culture: new corporate values

– Structure: departmental structure, coordination, span of control, reporting relationships, tasks, decision-making procedures

– Technologies: new systems and methods

– Employees: changes in employee attitudes and skills

– The Human Resource Manager’s Role .

Overcoming Resistance to Change

What causes resistance?

– All behavior in organizations is a product of two kinds of forces—those striving to maintain the status quo and those pushing for change.

Lewin’s Change Process

– Unfreezing: reducing the forces striving to maintain the status quo.

– Moving: developing new behaviors, values, and attitudes, sometimes through structural changes.

– Refreezing: reinforcing the changes.

Overcoming Resistance to ChangeChange initiatives

– Political campaign: creating a coalition strong enough to support and guide the initiative.

– Marketing campaign: tapping into employees’ thoughts and feelings and also effectively communicating messages about the prospective program’s theme and benefits.

– Military campaign: Deploying executives’ scarce resources of attention and time to actually carry out the change.

How to Lead the Change (in 10 Steps)

1. Establish a sense of urgency.

2. Mobilize commitment through joint diagnosis of problems.

3. Create a guiding coalition.

4. Develop a shared vision.

5. Communicate the vision.

6. Help employees to make the change.

7. Generate short-term wins.

8. Consolidate gains and produce more change.

9. Anchor new ways of doing things in company’s culture.

10. Monitor progress and adjust the vision as required.

Using Organizational Development

Organizational development (OD)

– A special approach to organizational change in which employees themselves formulate and implement the change that’s required.

• Usually involves action research.

• Applies behavioral science knowledge.

• Changes the attitudes, values, and beliefs of employees.

• Changes the organization in a particular direction.

Managing Organizational Change and Development (HR , Manager’s

Role)

Overcoming resistance to

change

Effectively using

organizational development

practices

The Human Resource Manager’s

Role

Organizing and leading

organizational change

Examples of OD Interventions

Table 8–3

Human ProcessT-groups

Process consultation

Third-party intervention

Team building

Organizational confrontation meeting

Intergroup relations

TechnostructuralFormal structural change

Differentiation and integration

Cooperative union–management projects

Quality circles

Total quality management

Work design

Human Resource Management

Goal setting

Performance appraisal

Reward systems

Career planning and development

Managing workforce diversity

Employee wellness

StrategicIntegrated strategic management

Culture change

Strategic change

Self-designing organizations

EMPLOYEE DEVELOPMENT Methods used to develop employees in general are the

same as those used to develop future management talent.

Employee Development Methodso Job Rotationo Assistant-To Positionso Committee Assignmento Lecture Courses and Seminar

Simulations Out door Training

EVALUATING TRAINING AND DEVELOPMENT EFFECTIVENESS

How Do We Evaluate Training Programs?Performance-based Evaluation Measures

oPost-Training Performance MethodoPre-Post-Training Performance MethodoPre-Post-Training Performance with Control Group Method

Evaluating the Training EffortDesigning 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

THANK YOU…!for your

PATIENCE and INVOLVEMENT

8–50

The competitive strategies used to compete for business in the marketplace to gain competitive advantage are as under :1. Speed strategy - To work faster2. Innovation strategy - work differently3. Quality - enhancement strategy - work smarter4. Cost reduction strategy - work harder

A key objective of any training program, is to tie work place training to business targets.

To achieve this training objective trainers drill students in specific tasks until they get them right in operating them

HOW DOES TRAINING RELATE TOCOMPETITIVE STRATEGIES

Assignment 1Write a three page essay “Your

Concept of Training and Development or Learning

Management in Organizations in a Changing Environment

To be submitted on August 12,2014 and will be discussed as an

Action Learning Session 8–52

Assignment 2Write a one page essay

“Where I would like to be Career -wise 10 years

from todayTo be submitted on August 12,2014 and

will be discussed as an Action Learning Session

8–53