Post on 23-Sep-2014
© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.
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 EmployeesTraining and Developing Employees
Chapter Chapter 88
Part 3 | Training and DevelopmentPart 3 | Training and Development
© 2008 Prentice Hall, Inc. All rights reserved. 8–2
After studying this chapter, you should be able to:After studying this chapter, you should be able to:
1.1. Describe the basic training process.Describe the basic training process.
2.2. Describe and illustrate how you would go about Describe and illustrate how you would go about identifying training requirements.identifying training requirements.
3.3. Explain how to distinguish between problems you can Explain how to distinguish between problems you can fix with training and those you can’t.fix with training and those you can’t.
4.4. Explain how to use five training techniques.Explain how to use five training techniques.
© 2008 Prentice Hall, Inc. All rights reserved. 8–3
Purpose of OrientationPurpose 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
© 2008 Prentice Hall, Inc. All rights reserved. 8–4
The Orientation ProcessThe Orientation Process
Company Organization and
Operations
Safety Measures and Regulations
Facilities Tour
Employee Orientation
Employee Benefit Information
Personnel Policies
Daily Routine
© 2008 Prentice Hall, Inc. All rights reserved. 8–5
Analyzing Training NeedsAnalyzing Training Needs
Task Analysis: Assessing New Employees’
Training Needs
Performance Analysis: Assessing Current Employees’
Training Needs
Training Needs Analysis
© 2008 Prentice Hall, Inc. All rights reserved. 8–6
Assessing Current Employees’ Training NeedsAssessing 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
© 2008 Prentice Hall, Inc. All rights reserved. 8–7
Programmed LearningProgrammed Learning
• AdvantagesAdvantages Reduced training timeReduced training time Self-paced learningSelf-paced learning Immediate feedbackImmediate feedback Reduced risk of error for learnerReduced 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
© 2008 Prentice Hall, Inc. All rights reserved. 8–8
Distance and Internet-Based TrainingDistance and Internet-Based Training
Teletraining
Videoconferencing
Internet-Based Training
E-Learning and Learning Portals
Distance Learning Methods
© 2008 Prentice Hall, Inc. All rights reserved. 8–9
Literacy Training TechniquesLiteracy Training Techniques
Testing job candidates for
basic skills
Instituting basic skills and literacy
programs
Employer Responses to Functional Illiteracy
© 2008 Prentice Hall, Inc. All rights reserved. 8–10
Management DevelopmentManagement Development
Assessing the company’s strategic
needs
Developing the managers and
future managers
Long-Term Focus of Management Development
Appraising managers’
current performance
© 2008 Prentice Hall, Inc. All rights reserved. 8–11
Management Development (cont’d)Management Development (cont’d)
Job Rotation
Action Learning
Managerial On-the-Job
Training
Coaching/Understudy Approach
© 2008 Prentice Hall, Inc. All rights reserved. 8–12
Managing Organizational Change Managing Organizational Change and Developmentand Development
Strategy TechnologiesCulture
What to Change
Structure Employees
© 2008 Prentice Hall, Inc. All rights reserved. 8–13
Managing Organizational Change Managing Organizational Change and Development (cont’d)and Development (cont’d)
Overcoming resistance to
change
Effectively using
organizational development
practices
The Human Resource Manager’s
Role
Organizing and leading
organizational change
© 2008 Prentice Hall, Inc. All rights reserved. 8–14
K E Y T E R M SK E Y T E R M S
employee orientationemployee orientation
trainingtraining
performance managementperformance management
negligent trainingnegligent training
task analysistask analysis
performance analysisperformance analysis
on-the-job trainingon-the-job training
apprenticeship trainingapprenticeship training
job instruction training (JIT)job instruction training (JIT)
programmed learningprogrammed learning
simulated trainingsimulated training
electronic performance support electronic performance support systems (EPSS)systems (EPSS)
job aidjob aid
management developmentmanagement development
succession planningsuccession planning
job rotationjob rotation
action learningaction learning
case study methodcase study method
management gamemanagement game
role playingrole playing
outsourced learningoutsourced learning
behavior modelingbehavior modeling
in-house development centerin-house development center
organizational developmentorganizational development
controlled experimentationcontrolled experimentation