Chapter 6 Training

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CHAPTER 6

Employee Trainingand Development


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Areas of EmployeeTraining

Employee training is a planned effort byan organization to facilitate the learning,

retention, and transfer of job-related

behavior.

Training is not limited to new employees,

but often involves various types of

training and development programsoffered throughout an employees

career.


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Cont.

Specific areas of employee training include:new employee orientation, employee

retraining and continuing education,

retirement planning and career

development, and training workers for

international business.


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Benefits of training and development


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Fundamental Issues inEmployment Training

An understanding of learning theories isfundamental in the design of employee

training programs.

For example, the concept ofmodeling,

which is the imitation of the behaviors of

others, is described in social learning theory.


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Fundamental Issues inEmployment Training

A number of key issues are related to training

program effectiveness.

Transfer of training: how learning translates into

use of newly learned behaviors on the job Trainee readiness: job characteristics of the

trainees

How training programs are structured and

conducted


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A Model for SuccessfulTraining Programs


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A Model for SuccessfulTraining Programs The first step in a successful employee training program

is assessing training needs, which occurs on several

levels.

Organizational analysis considers the organizationsgoals, resources, and the climate for training.

Task analysis evaluates the specific knowledge, skills,and abilities that a job requires; and person analysisexamines the capabilities and deficiencies of theworkers themselves.

Assessing training needs may also involvedemographic analysis, or assessing training needs ofspecific groups.

OA

TA

DA


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OA TA DA

Training Program


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A Model for Successful TrainingPrograms

The second step involves establishing training

objectives.

The third step focuses on selecting employee

training methods.

The various training methods can be broken downinto two general categories: on-site methods and

off-site methods.

Establish

Training

objective


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Of on-site methods, on-the-job training

puttinginexperienced workers into the work site under the

direction of an experienced teacher/workeris the

most widely used.

Examples of on-the-job training?


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On the job training

Apprenticeship is a more long-term, on-site method

which combines classroom training with supervisedon-the-job training.

Vestibule training sets up a model training area

adjacent to the actual work site, using professionaltrainers and hands-on experience.

Job rotation is a training technique designed to

broaden workers experiences by rotatingemployees among various jobs.


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Vestibule training


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Off-site methods include the

common seminarmethod and

audiovisual instruction thatprovides graphic depictions of

work activities.


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A Model for Successful

Training Programs

A technique that uses aspects of both audiovisualtechnology and concepts of social learning theory is

behavior modeling training:

A method of exposing trainees to videotapes ofmodels engaged in appropriate work behaviors and

then having them practice the observed behaviors.


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Social learning theory


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Training Programs

Simulation techniques involve classroomreplications of actual work stations.

Programmed instruction is a form of self-paced

training in which workers can learn at their ownpace.

A modern, sophisticated version of programmed

instruction is computer assisted instruction (CAI).


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Training Programs

Several specific methods and techniques used in

management training includeproblem-solving case

studies, role-playing, and management games, all of

which involve simulations of actual management

situations.


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Training Programs

Action learning is a complicated form of training in

which teams are formed to perform a special

project or assignment that benefits the

organization, while the team members learn and

develop managerial skills.


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Training Programs

Mentoring is a management training program in

which an inexperienced worker is assigned to an

experienced mentor who serves as a role model.

Coaching is a one-on-one relationship where aconsultant helps an executive improve

performance.


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Training Programs

Once training programs have been implemented,

the evaluation of their effectiveness is very

important.

Evaluate

training

program


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Training Programs

The first step in evaluation is to determine

criteria of training effectiveness.

Four types are typically used:

Reaction criteria

Learning criteria

Behavioral criteria

Results criteria


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Training evaluation

Reactions : Measures how participants have

reacted to the training.

Learning : Measures what participants have

learned from the training.

Behavior : Measures whether what was learned

is being applied on the job.

Results : Measures whether the application oftraining is achieving results.


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Equal Employment Opportunity Issues

in Employee Training

Employee diversity and certain legal issues must be

considered in the design and implementation oftraining programs.

Training or educational prerequisites and thetraining programs themselves must not unfairlydiscriminate on the basis of ethnicity, age, sex, ordisability.

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Chapter 6 Training