Module Name: Human Resource Management Module Code: MMBA 704 Module Tutor: Md.

Sajjad Hosain Week: 05 Lecture No: 05 Lecture Topic: Training and Development -----------------------------------------------------------------------------------------------------------------------Once employees are on board, the employer must train them. The purpose of this lecture is to describe basic training process, orienting new employees, steps in training and development process and the methods used in training. Orienting new employeesEven a carefully selected employee does not guarantee that he/she will perform effectively. Even high potential employee cannot do their jobs if they do not know what to do or how to do. This is why orienting and training is important for new employees. Employee orientation is the procedure for providing new employees with basic background information about the firm, such as information about the company rules. Without basic information like rules and policies, new employees may make time consuming or even dangerous errors. Orientation is not just about rules, it is also about making the new person feel welcome at home and part of the team. Orientation should accomplish at least four things-The new employee should feel welcome and at ease. -He/she should understand the organization in a broad sense(its past, present, culture, and vision of future) and the key factors like policies and procedures. -The new employee should be clear about what is expected in terms of work and behavior. -The person should begin the process of becoming socialized into the firms ways of acting and doing things. The training processImmediately after the orientation, the training begins. It is the process of teaching new employees the basic skills they need to perform at their jobs. Examples might be to show a salesman how to sell companys products, to train a policeman about how to make an investigation or to teach a guard on how to secure an area where he will be guarding. Training can be classroom or internet basis, working in a practical site or a combination of both. The five-step training and development processIn general, the training programs consists of five steps as discussed below-

1. The first one is needs analysis step which identifies the specific job performance skills needed, assess the prospective trainees skills, and develops specific, measurable knowledge and performance objectives based on any deficiencies. 2. The second step is instructional design where the trainer decides, compile and produce the training program 3. The third step is validation step in which the bugs are worked out of the training Program by presenting it to a small representative audience. 4. The fourth step is to implement the program by actually training the targeted employee group. 5. And the last step is evaluation step in which management assesses the training Programs success or failures. Training, Learning and MotivationTraining is valueless if the trainee lacks the ability or motivation to benefit from it. In terms of ability, the trainee needs the required reading, writing and mathematics skills, and the required educational level, intelligence and knowledge base. The employer can take several steps to increase the trainees motivation to learn. The trainer should make the trainee understand why the training is important, provide an overview of the training material and use familiar examples to illustrate the key points. Providing opportunities for practice and letting the trainee make errors also improve motivation and learning. Feedback- including periodic performance assessments and more frequent verbal critiques is also important. Training methodsOnce the trainers have identified their training needs and goals, they have to design the training programs. This basically means the actual content as well as how to deliver them. Some trainers create their own training content, but there is a vast selection of online and offline content and packages from which trainers can choose. There are various methods of delivering the training programs. Some of the most well-known are as follows(a)On-The-Job Training: On-the-job training means having a person learn a job by actually doing it. Every employee, from a clerk to CEO, gets such training when he/she joins a firm. In many companies, OJT is the only training available. Too often the employer says, Here is your deskget startedgood luck. The method has several advantages. It is relatively inexpensive, there is no need for expensive training programs or learning devices. The method

also facilitates learning, since trainees learn by doing actually the job and get quick feedback on their performance. (b)Apprenticeship Training: Apprenticeship training is a structural process by which people become skilled workers through a combination of classroom instruction and on-the-job training. (c)Job Instruction Training: Many jobs consist of a logical sequence of steps are best learnt step by step. This step-by-step process is called job instruction training(JIT). In other words, job instruction training is the process of listing each jobs basic tasks, along with key points, in order to provide step-by-step training for employees. (d)Lectures: Lecture is the procedure of delivering speeches at the classrooms. Lecturing has several advantages. It is a quick and simple way to present knowledge to a large groups of trainees. Although some people view lectures as boring and ineffective, studies and practical experience suggest that they can in fact be effective. (e)Programmed Learning: Programmed learning is a systematic method for teaching job skills involving presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his/her answers. Generally, such training method presents facts and follow-up questions frame by frame. The learner can then respond, and subsequent frames provide feedback on the accuracy of his/her answers. The main advantage of this method is that it reduces training time. It also facilitates learning because it lets trainees learn at their own pace, provides immediate feedback, and reduces the learners risk of error. On the other hand, trainees do not learn much more from programmed learning than they would from a traditional textbook course. (f)Simulated Learning: Simulated training(also called vestibule training) is a method in which trainees learn on the actual or simulated equipment they will use on the job, but are actually trained off the job(perhaps in a separate room or vestibule). Simulated training is necessary when it is too costly or dangerous to train employees on the job and when safety is a concern-as with pilots or operators of any sensitive machines-simulated training may be the only practical alternative. Such training is increasingly computer based. (g)Computer-based Training: With computer based training, the trainee uses interactive computer-based and/or DVD systems to increase his/her knowledge or skills. The programs consist of graphics-supported lessons and require trainees to make choices to show their understandings. Such training is increasingly interactive and realistic though it involves a big investment to develop the training programs.

In teletraining, a trainer in central location teaches groups of employees at remote locations via television hookups. Bangladesh Open University, for example, uses satellite education as a specialized teaching organization. Videoconferencing allows people in one location to communicate live via combination of audio and visual equipment with people in another city or country or with groups in several areas. Here, keypad is an important factor of communication.

Off-The-Job Management Training and Development(a)The Case Study Method: The case study method presents a trainee with a written description of an organizational problem. The person then analyzes the case, diagnoses the problem, and presents his/her findings and solutions in a discussion with other trainees. Generally, the cases include themes, background stories, detailed personal histories, and role playing instructions. (b)Management Games: A management game is a development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations. Generally, the trainees are divided into five or six groups, each of which competes with others in a simulated marketplace. Management games may be effective. People learn best by being involved. They help trainees develop their problem solving skills, as well as focus attention on planning. The groups also usually elect their own officers and organize themselves. This can develop leadership skills and foster cooperation and teamwork. (c)Outside Seminars: Many companies and universities offer web-based and traditional classroom management development seminars and conferences. For example, BSHRM and DBJOBS.COM arrange seminars and workshops on various courses ranging from basic financial skills to total quality management. (d)University Related Program: Many universities provide executive education and continuing education programs in leadership, supervision, marketing, supply chain management and so on. The courses can be from a few days to a year. Evaluating the Training EffortTo measure the HR managers efficiency, it is crucial that the training program will be evaluated. There are basically three things to measure-

participants reaction to the program, what(if anything at all) the trainees learned from the program, and what extent their on-the-job behavior changed as a result of the program. Generally four basic categories of training outcomes are measured after the training session have been completed(i)Reaction: Evaluate trainees reactions to the program. Did they like it? Did they think it is worthwhile? (ii)Learning: Test the trainees to determine whether they learned the principles, skills, and facts they were supposed to learn. (iii)Behavior: Ask if the trainees on the job behavior changed because of the training program. (iv)Results: Probably the most important. Ask what final results were achieved in terms of the training objectives previously set. For example, did the number of customer complaints about employees drop? Reactions, learning and behavior are important. But if the training program does not produce measurable results, then it probably has not achieved its goals. Results may be poor if the problem could not be solved by training in the first place.