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Transcript of 1 Training and Developing Employees. 2 The Training Process Training refers to the methods used to...
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Training and Developing Employees
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The Training Process
Training refers to the methods used to give new or present employees the skills theyneed to perform their jobs.
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The Five Steps in the Training and Development Process
1. Needs Analysis
2. Instructional Design
3. Validation
4. Implementation
5. Evaluation and Follow-Up
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Training Techniques
On-the-Job TrainingApprenticeship TrainingInformal LearningJob Instruction TrainingLecturesProgrammed LearningAudiovisual TechniquesVestibule or Simulated TrainingComputer-Based TrainingTraining Via CD-ROM and the Internet
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Managerial On-the-Job Training Techniques
Job Rotation
Coaching/Understudy Approach
Action Learning
The Case Study Method
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Managerial Off-the Job Training and Development Techniques
Management Games
Outside Seminars
University-Related Programs
Role Playing
Behavior Modeling
In-House Development Centers
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The Behavior Modeling Procedure
1. Modeling
2. Role playing
3. Social reinforcement
4. Transfer of training
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Training Effects to Measure
Four basic categories of training outcomes can be measured:
Reaction
Learning
Behavior
Results
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The Nature of Training and Development
Employee trainingEmployee training is a planned attempt by is a planned attempt by
an organization to an organization to facilitate employee facilitate employee learning of job-related learning of job-related knowledge, skills, and knowledge, skills, and behaviors.behaviors.
is intended to help the is intended to help the organization function organization function more efficiently.more efficiently.
is aimed at improving is aimed at improving employee productivity.employee productivity.
is used to is used to accommodate changes accommodate changes in the workplace.in the workplace.
DevelopmentDevelopment refers to teaching refers to teaching
managers and managers and professionals the skills professionals the skills needed for both present needed for both present and future jobs.and future jobs.
helps managers better helps managers better understand and solve understand and solve problems, make decisions, problems, make decisions, motivate employees, and motivate employees, and capitalize on capitalize on opportunities.opportunities.
New StuffNew Stuff
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Learning Theory and Employee Training Learning
is a relatively permanent change in behavior or behavioral potential that results from direct or indirect experience.
A learning organization is one whose employees continuously attempt to learn
new things and to use what they learn to improve product or service quality.
The bottom line All managers should understand the basic purposes and
processes of both training and development. Moreover, managers should also recognize the role of learning theory in training and development and be familiar with how the aspects of learning relate to training and development.
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Learning and Employee Training and Development
MotivationMotivation to learn to learn
Learning reinforcedLearning reinforcedby the organizationby the organization
PracticePracticeand activityand activity
Behaviors seenBehaviors seenas meaningfulas meaningful
Content effectivelyContent effectivelycommunicatedcommunicated
Content transferableContent transferableto job settingto job setting
TrainingTrainingandand
developmentdevelopment
Meaningful Meaningful learninglearning
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Goals of Orientation
Provide favorable initial Provide favorable initial job experiences for new job experiences for new
employeesemployees
Reduce anxiety and Reduce anxiety and uncertainty for new uncertainty for new
employeesemployees
Help new employees get Help new employees get acquainted and integrated acquainted and integrated
into their work groupinto their work group
OrientationOrientationProgramProgram
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Basic Issues in Orientation
Issues to consider when planning an orientationIssues to consider when planning an orientation
The content of the orientation program:The content of the orientation program:• basic understandings of organizational policies and proceduresbasic understandings of organizational policies and procedures• hours of work, compensation, and vacation scheduleshours of work, compensation, and vacation schedules• general overview and introduction to the businessgeneral overview and introduction to the business• work rules, disciplinary and grievance procedureswork rules, disciplinary and grievance procedures
The length of the orientation period:The length of the orientation period:• the more material included, the longer the orientation periodthe more material included, the longer the orientation period• whether to use a single orientation period or an initial period whether to use a single orientation period or an initial period
with a follow-up session at a later datewith a follow-up session at a later date
The choice of who will conduct the orientation:The choice of who will conduct the orientation:• HR managers, operating mangers, and operating employeesHR managers, operating mangers, and operating employees• union officials and retired employeesunion officials and retired employees
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Sample New Employee Orientation Schedule
ΞΞ PACIFIC LABORATORIES A LIFE-LABSCOMPANY
9:00 Welcome and overview of the day (with refreshments)
9:30 Introduction to the company
10:00 Overview of the employment relationship wage and salary policies work schedules parking training opportunities
performance appraisal policies discipline procedures grievance procedures
11:00 Overview of benefit options
12:00 Lunch
1:00 Benefit enrollment
2:00 Tour of the workplace
3:00 Introduction of supervisor and coworkers
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Assessing Training and Development Needs
Needs analysisNeeds analysis•Organization’s job-related needsOrganization’s job-related needs•Capabilities of the existing Capabilities of the existing
workforceworkforce
Setting training and Setting training and development goalsdevelopment goals
Determining approachDetermining approach
•In-house programsIn-house programs
•Outsourced programsOutsourced programs
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Developing a Training Program Outline
Training Program Outline
Objectivesof
TrainingIntendedAudience
ProposedContent of Training
Time Estimates
for Training
TrainingCost
Estimates
In-House or
Outsource
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Selecting Training and Development Instructors
In-house experts don’t always make In-house experts don’t always make good instructorsgood instructors
Professional trainers may lack Professional trainers may lack expertiseexpertise
Effective instructors facilitate learningEffective instructors facilitate learning
Ineffective instructors create learning barriersIneffective instructors create learning barriers
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Gagne’s Learning Categories
1. Intellectual skills include concepts, rules, andprocedures and are often referred to as proceduralknowledge.
2. Verbal information enables the individual to statesomething about a subject and is also referred to asdeclarative information .
3. Cognitive strategies enable a learner to know when andhow to use intellectual skills and verbal information.
4. Motor skills include basic human physical activities suchas writing, lifting, and using tools.
5. Attitudes are learned preferences for different activities.
Source: Robert M. Gagne, “Learning Outcomes andTheir Effects: Useful Categories of Human Performance,”American Psychologist, Vol. 39, 1984, pp. 377-385.
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Training and Development Techniques and Methods
Work-Based Programs On-the-job training Apprenticeship Vestibule training Systematic job rotations
and transfers
Instructional-Based Programs Lecture or discussion approach Computer-assisted instruction Programmed instruction
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Training Technology
New technologies Video teleconferencing Interactive video
Team-building and Group-based MethodsOutdoor training exercisesCooking classes
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Special Techniques for Management Development
In basket exerciseIndividuals are confronted with a hypothetical in basket of letters, memos, reports, and notes. Feedback is given on how to improve trainee’s time management and prioritization skills
Leaderless group exerciseTrainees are put in a group setting and told to make a decision or to solve a problem. The group must appoint a leader who then takes action to help the group accomplish its goal.
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Organization Development (OD) Organization development
is the planned systemwide effort that is managed from the top of the organization to increase the organization’s overall performance through interventions that rely heavily on behavioral science technology.
OD assumes that employees desire to grow and to develop, and have a strong need to be accepted by others in the organization.
OD is used to foster collaboration between managers and employees to take advantage of the skills and abilities of employees and to eliminate aspects of the organization that limit employee growth, development, and group acceptance.
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Organization Development (OD) Techniques
DiagnosticDiagnosticactivitiesactivities
SurveySurveyfeedbackfeedback
Third-partyThird-partypeacemakingpeacemaking
ProcessProcessconsultationconsultation
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Evaluating Training and Development
Measurements of change Measurements of change in organizational in organizational
performanceperformance
Pre-test and post-test of Pre-test and post-test of trainee performance trainee performance
Trainee evaluations of Trainee evaluations of training/development training/development
programprogram
Sources of Sources of evaluation evaluation informationinformation