Human Resource Management: Training and Developing Employees

Human Resource Management
TWELFTH EDITION
GARY DESSLER BIJU VARKKEY

Part 3 | Training and Development
Chapter 8
Training and Developing Employees

Copyright 2011 Dorling Kindersley (India) Pvt. Ltd Authorized adaptation from the United States edition of Human Resource Management, 12/e
Purpose of Orientation
Orientation Helps New Employees
Feel Welcome and At Ease
Understand the Organization
Know What Is Expected in Work and Behavior
Begin the Socialization Process
82
The Orientation Process

Company Organization and Operations
Employee Benefit Information
Personnel Policies
Employee Orientation
Safety Measures and Regulations
Daily Routine
Facilities Tour
83
The Training Process

Training
The process of teaching new employees the basic
skills they need to perform their jobs.
Trainings Strategic Context

The firms training programs must make sense in
terms of the companys strategic goals.
Performance Management
Taking an integrated, goal-oriented approach to
assigning, training, assessing, and rewarding employees performance.
84
The Training Process (continued)

The Five-Step Training and Development Process
1
Needs analysis
2
3 4 5
Instructional design Validation

Implement the program Evaluation
85
Training, Learning, and Motivation

Make the Learning Meaningful
1. At the start of training, provide a birds-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.
86
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.
87
Training, Learning, and Motivation

Trainees learn best when the trainers immediately reinforce correct responses. Trainees learn best at their own pace. The schedule is importantthe learning curve goes down late in the day; less than full day training is most effective.
88
Analyzing Training Needs
Training Needs Analysis
Task Analysis:
Assessing New Employees Training Needs
Performance Analysis:
Assessing Current Employees Training Needs
89
TABLE 81 Task Analysis Record Form
Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.
810
Assessing Current Employees Training Needs
Assessment Center Results
Performance Appraisals
Individual Diaries
Attitude Surveys
Methods for Identifying Training Needs
Job-Related Performance Data
Observations
Tests
Interviews
811
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
812
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
813
On-the-Job Training
Steps to Help Ensure OJT Success
1
Prepare the Learner Present the Operation
2
3
Do a Tryout
Follow Up
814
Training Methods (continued)

Effective Lectures
Dont 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.

815
Programmed Learning
Presenting questions, facts, or problems to the learner Providing feedback on the accuracy of answers
Allowing the person to respond
Advantages
Reduced training time Self-paced learning
Immediate feedback
Reduced risk of error for learner
816
Computer-Based Training (CBT)

Advantages
Reduced learning time Cost-effectiveness Instructional consistency
Types of CBT
Interactive multimedia training Virtual reality training
817
Distance and Internet-Based Training
Teletraining
Videoconferencing Distance Learning Methods Internet-Based Training E-Learning and Learning Portals
818
Management Development
Long-Term Focus of Management Development
Assessing the companys strategic needs
Appraising managers current performance
Developing the managers and future managers
819
Management Development (continued)

Managerial On-the-Job Training
Job Rotation
Coaching/ Understudy Approach
Action Learning
820
Management Development (continued)

Off-the-Job Management Training and Development Techniques
The Case Study Method Management Games Role Playing Behavior Modeling Corporate Universities Executive Coaches
Outside Seminars
University-Related Programs
821
Managing Organizational Change and Development
What to Change
Strategy
Culture
Structure
Technologies
Employees
822
Managing Organizational Change and Development (continued)

The Human Resource Managers Role
Overcoming resistance to change
Organizing and leading organizational change
Effectively using organizational development practices
823
Managing Organizational Change and Development (continued)

Overcoming Resistance to Change: Lewins Change Process
1
Unfreezing
2 3
Moving
Refreezing
824
How to Lead the Change

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.
825
Using Organizational Development

Organizational Development (OD)
1
Usually involves action research. Applies behavioral science knowledge. Changes the organization in a particular direction.
2
3
826
TABLE 83
Examples of OD Interventions
Human Process Applications

T-groups (Sensitivity Training) Process consultation Third-party intervention Team building Organizational confrontation meeting Survey research
HRM Applications
Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness
Technostructural Interventions
Formal structural change
Strategic OD Applications
Integrated strategic management
Differentiation and integration

Cooperative unionmanagement projects Quality circles Total quality management Work design
Culture change
Strategic change Self-designing organizations
827
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
828
FIGURE 86 Using a Time Series Graph to Assess a Training Programs Effects
829
FIGURE 87 A Sample Training Evaluation Form
Source: www.opm.gov/employment_and_benefits/worklife/.
830

Human Resource Management: Training and Developing Employees

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Human Resource Management: Training and Developing Employees

Uploaded by

Copyright:

Available Formats

Human Resource Management

GARY DESSLER BIJU VARKKEY

Training and Developing Employees

Orientation Helps New Employees

Feel Welcome and At Ease

Understand the Organization

Know What Is Expected in Work and Behavior

Begin the Socialization Process

The Orientation Process

Employee Benefit Information

Safety Measures and Regulations

The Training Process

skills they need to perform their jobs.

Trainings Strategic Context

terms of the companys strategic goals.

assigning, training, assessing, and rewarding employees performance.

The Training Process (continued)

Instructional design Validation

Training, Learning, and Motivation

the material to be presented to facilitate learning.

logically, and in meaningful units.

Training, Learning, and Motivation (continued)

know what might happen back on the job.

Training, Learning, and Motivation

Analyzing Training Needs

Training Needs Analysis

TABLE 81 Task Analysis Record Form

Assessing Current Employees Training Needs

Assessment Center Results

Methods for Identifying Training Needs

Job-Related Performance Data

Training Methods (continued)

by actually doing the job.

Types of On-the-Job Training

Prepare the Learner Present the Operation

Training Methods (continued)

Be alert to your audience.

Control your hands.

Practice and rehearse your presentation.

Allowing the person to respond

Computer-Based Training (CBT)

Distance and Internet-Based Training

Long-Term Focus of Management Development

Assessing the companys strategic needs

Appraising managers current performance

Developing the managers and future managers

Management Development (continued)

Coaching/ Understudy Approach

Management Development (continued)

Managing Organizational Change and Development

Managing Organizational Change and Development (continued)

Overcoming resistance to change

Organizing and leading organizational change

Effectively using organizational development practices

Managing Organizational Change and Development (continued)

How to Lead the Change

Help employees to make the change.

Using Organizational Development

Human Process Applications

Differentiation and integration

Evaluating the Training Effort

Training Effects to Measure

Learning that actually took place