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Kuliah ke 6

TRAINING AND DEVELOPMENT

Contents

Orientation TNA Methods of training Management Development

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Purpose 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

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The Employee Orientation

Move from rule discussion to M&V employee’s role Those will foster self direction behavior

and consistent with the company need New heritage and culture of Mayo consist of : core principles-history-work atmosphere-

teamwork-personnel responsibilities-innovation-integrity-diversity-customer service- mutual respect

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The Orientation ProcessCompany

Organization and Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine

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FIGURE 8–1New Employee Departmental Orientation Checklist

Source: UCSDHealthcare. Used with permission.

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The Training Process Training

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

Training’s Strategic Context The firm’s training programs must make

sense in terms of the company’s strategic goals.

Performance Management Taking an integrated, goal-oriented

approach to assigning, training, assessing, and rewarding employees’ performance.

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The Training Process (cont’d)

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The Five-Step Training and Development Process

Instructional design

Needs analysis

Validation

Implement the program

Evaluation

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Training, Learning, and MotivationMake the Learning Meaningful

1.At the start of training, provide a bird’s-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.

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Training, Learning, and Motivation (cont’d)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.

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Motivation Principles for Trainers People learn best by doing—provide as much

realistic practice as possible.

Trainees learn best when the trainers immediately reinforce correct responses.

Trainees learn best at their own pace.

Create a perceived training need in the trainees’ minds.

The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.

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Analyzing Training Needs

Task Analysis: Assessing New Employees’

Training Needs

Performance Analysis: Assessing Current Employees’

Training Needs

Training Needs Analysis

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TABLE 8–1Task Analysis Record Form

Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.

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Assessing 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

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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

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Training Methods (cont’d) 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

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On-the-Job Training

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Follow Up

Present the Operation

Steps to Help Ensure OJT Success

Prepare the Learner

Do a Tryout

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Training Methods (cont’d) Effective Lectures

Don’t 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.

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Programmed Learning

Advantages Reduced training time Self-paced learning Immediate feedback Reduced 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

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TABLE 8–2 Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training

CMI Computer-managed instruction

ICAI Intelligent computer-assisted instruction

ITS Intelligent tutoring systems

Simulation Computer simulation

Virtual Reality Advanced form of computer simulation

Source: P. Nick Blanchard and James Thacker, Effective Training: Systems, Strategies, and Practices (Upper Saddle River, NJ: Pearson, 2003), p. 144.

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Computer-Based Training (CBT)

Advantages Reduced learning time

Cost-effectiveness

Instructional consistency

Types of CBT Interactive multimedia training

Virtual reality training

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Distance and Internet-Based Training

Teletraining

Videoconferencing

Internet-Based Training

E-Learning and Learning Portals

Distance Learning Methods

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FIGURE 8–3 Instant Messaging(IM)Learning Incident

Source: Joshua Bronstein and Amy Newman, “IM 4 Learning,” Training and Development, February 2006, p. 48.

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Literacy Training Techniques

Testing job candidates for

basic skills

Instituting basic skills and literacy

programs

Employer Responses to Functional Illiteracy

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Management Development

Assessing the company’s strategic

needs

Developing the managers and

future managers

Long-Term Focus of Management Development

Appraising managers’

current performance

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Succession Planning

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Begin management development

Review firm’s management skills inventory

Steps in the Succession Planning Process

Anticipate management needs

Create replacement charts

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Management Development (cont’d)

Job Rotation

Action Learning

Managerial On-the-Job

Training

Coaching/Understudy Approach

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Management Development (cont’d)

University-Related Programs

Management Games

Off-the-Job Management Training Off-the-Job Management Training and Development Techniquesand Development Techniques

The Case Study Method

Outside Seminars

Executive Coaches

Behavior Modeling

Role Playing

Corporate Universities

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Managing Organizational Change and Development

Strategy TechnologiesCulture

What to Change

Structure Employees

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Managing Organizational Change and Development

(cont’d)

Overcoming resistance to

change

Effectively using

organizational development

practices

The Human Resource Manager’s

Role

Organizing and leading

organizational change

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Managing Organizational Change and Development

(cont’d)

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Moving

Overcoming Resistance to Change: Lewin’s Change Process

Unfreezing

Refreezing

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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.

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To lead change(cont)

Refreezing:Reinforce the new waysMonitor and asses program

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Using Organizational Development

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Applies behavioral science knowledge.

Organizational Development (OD)

Usually involves action research.

Changes the organization in a particular direction.

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TABLE 8–3 Examples of OD Interventions

Human Process Applications

T-groups (Sensitivity Training)

Process consultation

Third-party intervention

Team building

Organizational confrontation meeting

Survey research

Technostructural Interventions

Formal structural change

Differentiation and integration

Cooperative union–management projects

Quality circles

Total quality management

Work design

HRM Applications

Goal setting

Performance appraisal

Reward systems

Career planning and development

Managing workforce diversity

Employee wellness

Strategic OD Applications

Integrated strategic management

Culture change

Strategic change

Self-designing organizations

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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

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FIGURE 8–5Using a Time Series Graph to Assess aTraining Program’sEffects

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FIGURE 8–6A Sample Training Evaluation Form

Source: www.opm.gov/employment_and_benefits/worklife/.

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Akhir kuliah

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