CH-8, Training, Dev EmployeesM-Stdnt AUG,5 ,2014
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Transcript of CH-8, Training, Dev EmployeesM-Stdnt AUG,5 ,2014
PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama
1
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