8 Training and Developing

Employees

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 QUICK OVERVIEW FOR THE MAIN
TOPICS COVERED TILL NOW
• Job analysis was conducted and job
descriptions/specifications were ready to be used.
• The positions that need to be filled were
determined, through personnel planning and
forecasting.
• Recruitment and selection processes were applied.
• The chosen candidates became employees.
• Now, it is time to start training and developing their
skills and abilities in a way that align with the
strategic goals of the organization.

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 Learning Objectives

8-1. Summarize the purpose and process of

employee orientation.
8-2. Give an example of how to design
4-
onboarding to improve employee
engagement.
8-3. List and briefly explain each of the
steps in the training process.

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 Learning Objectives

8-4. Explain how to use five training

techniques.
8-5. List and briefly discuss four
4-
management development methods.

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 Learning Objectives

8-6. List and briefly discuss the importance of

the steps in leading organizational change.
8-7. Explain why a controlled study may be
4-
superior for evaluating the training
program’s effect.

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 I.
Summarize the purpose
and process4-of employee
orientation.

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Orienting and Onboarding New
Employees

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 The Purpose of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the 4-

organization
• Socialization

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 THE ORIENTATION PROCESS

• The length of the orientation program depends on

the topics that you want to cover.
• At minimum, the orientation should provide
information on matters such as: employee benefits,
personnel policies, safety measures and
regulations.
• Usually the orientation process takes several hours,
but some companies go to the other extreme and
design a two years onboarding program (L'Oreal
company).

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 The Orientation Process

• Employee
handbook
• Orientation
4-
technology

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 II.
Give an example of how
4-
to design onboarding to
improve employee
engagement.

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Employee Engagement Guide for
Managers: Onboarding at Toyota

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 Onboarding at Toyota

Day 1: Welcome/history and

culture/employee benefits/Toyota’s
commitment to quality.
Day 2: Mutual Respect/open 4-
communications and Toyota’s production
system.
Day 3: Team Work/problem solving-methods
Day 4: Suggestion system/fire extinguisher
training.

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 III.
List and briefly explain
4-
each of the steps in the
training process.

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 Overview of
the
Training Process

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OVERVIEW OF THE TRAINING PROCESS

• Training means giving new or current employees

the skills that they need to perform their jobs.

• Employers increasingly capitalize on the fact that

training fosters engagement (ex. Coca-Cola UK).

• it’s important to understand that training can’t work

miracles (ex. Study conducted by Google).

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Know Your Employment Law

Training and the Law

Let’s take a look…

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Aligning Strategy and Training

4-

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 Improving Performance:
The Strategic Context

The Training Program That

Turned Macy’s
4- Around

Let’s talk about it…

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 The ADDIE Five-Step
Training Process
• Analyze
• Design
• Develop 4-

• Implement
• Evaluate

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 Conducting the Training
Needs Analysis

• Strategic Training Needs Analysis

• Current Training Needs
4- Analysis
 Task Analysis
 Performance Analysis

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 4-

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 Is The Problem
Can’t Do or Won’t Do?

4-

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 Designing the Training
Program
means planning the overall
training program
4-
including
training objectives, delivery
methods, and program
evaluation.

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 Designing the Training
Program
• Setting learning
objectives
• Creating a 4-

motivational
learning
environment

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 Designing the Training Program
continued
• Make the Learning Meaningful
1. Provide a Bird’s-eye view
2. Use Familiar examples
4-

3. Organize Information
4. Use Familiar terms
5. Use Visual aids
6. Perceived need
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Making Skills Transfer Obvious
and Easy
• Maximize the similarity between the training situation
and the work situation.
• Provide adequate practice.
• 4- machine and/or step in the
Label each feature of the
process.
• Direct the trainees’ attention to important aspects of
the job.
• Provide “heads-up” information.
• Trainees learn best at their own pace. If possible, let
them pace themselves.
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 Reinforce The Learning
• Reinforce correct responses
o Schedule
o Follow-up assignments
4-
o Incentives

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 ENSURE TRANSFER OF LEARNING TO
THE JOB
• Unfortunately, less than 35% of trainees seem to be
transferring what they learned in training to their jobs a
year after training. Improving on that sad statistic
requires steps at each stage of training.
• Prior to training, get trainee and supervisor input in
designing the program, institute a training attendance
policy, and encourage employees to participate.
• During training, provide trainees with training
experiences and conditions (surroundings, equipment)
that resemble the actual work environment.
• After training, reinforce what trainees learned, for
instance, by appraising and rewarding employees for
using new skills, and by making sure that they have the
tools and materials they need to use their new skills.

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 Developing the Program

• Assemble training content and materials

• Training Methods
o iPads
o Workbooks
o Lectures 4-

o PowerPoint slides
o Web- and computer-based activities
course activities
o Trainer resources and manuals
o Support materials

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 Trends Shaping HR:
Digital and Social Media

The Cloud
4-
Let’s take a look…

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 IV.
Explain how to use five
4-
training techniques.

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 Implementing Training
Programs

• Types of on-the-job training

o Coaching or Understudy
4-

o Job rotation
o Special assignments

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Steps in the OTJ Training

4-

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 Apprenticeship Training

• Apprenticeship Training – a structured

process by which people become skilled
workers through a combination of
4-
classroom instruction and on-the-job
training.

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Informal Learning

4-

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 Job Instruction Training

• Job Instruction Training (JIT) – listing each

job’s basic tasks, along with key points, in
order to provide step-by-step training for
4-
employees.

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Lectures

4-

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 Programmed Learning

• Programmed Learning – a systematic

method for teaching job skills, involving
presenting questions or facts, allowing the
person to respond,4-and giving the learner
immediate feedback on the accuracy of his
or her answers.

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 Behavior Modeling

1. Modeling
2. Role-Playing 4-

3. Social Reinforcement
4. Transfer of Training

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 Other Types of Training
• Audiovisual-based
• Vestibule Training
• Electronic Performance
4-
Support System (EPSS)
• Videoconferencing
• Computer-Based
Training (CBT)
• Simulated Learning
and Gaming
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Lifelong and Literacy
Techniques

4-

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 Improving Performance:
HR Practices Around the Globe

Diversity Training at
ABC4- Virtual
Communication, Inc.

Let’s talk about it…

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Team Training

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 Other Types of Learning

• Internet-Based training
• Learning Portals / Learning Management
Systems (LMS)
4-
• Virtual classrooms

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 Trends Shaping HR:
Digital and Social Media

Mobile Learning
4-
Let’s take a look…

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 Improving Performance: HR Tools
For Line Managers and Small Businesses

Creating Your Own

Training4- Program

Let’s talk about it…

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 V.
List and briefly discuss
four management
4-

development methods.

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 Implementing Management
Development Programs

• Strategy’s Role in
Management Development
4-

• Succession Planning

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Improving Performance Through HRIS:
Succession Systems

Dole Foods
4-
Let’s take a look…

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Candidate Assessment
and the 9-box Grid

4-

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 Managerial On-the-Job Training
and Rotation

• Coaching / Understudy Approach

• Action Learning
4-

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 Improving Performance:
HR Practices Around the Globe

Global Job Rotation

4-
Let’s talk about it…

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Off-the-Job Management Training
and Development Techniques

• Case studies
• Computerized management games
4-
• Outside seminars
• University-Related Programs
• Role-playing

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Off-the-Job Management Training and
Development Techniques continued

• Corporate Universities
• Executive Coaches
4-

• SHRM Learning System

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Leadership Development at GE

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Trends Shaping HR: Customized Talent
Management Differential Development
Assignment

Allocating Development
4-
Let’s take a look…

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 VI.
List and briefly discuss the
4-
importance of the steps in
leading organizational change.

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Managing Organizational
Change Programs

4-

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Lewin’s Change Process

1. Unfreezing
2. Moving
3. Refreezing 4-

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 Using Organizational Development

• Organizational Development – is a special

approach to organizational change in
which employees themselves formulate
and implement the 4-change that’s required.

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 VII.
Explain why a controlled
study may be4- superior for
evaluating the training
program’s effects.

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 Evaluating the Training Effort

• Designing the study

• Controlled experimentation
• Training Effects to Measure
4-
o Reactions
o Learning
o Behavior
o Results

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 Chapter 8 Review

What you should now know….

4-

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