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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