Dessler Ch8

7/24/2019 Dessler Ch8

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2008 Prentice Hall, Inc. 2008 Prentice Hall, Inc.

All rights reserved.All rights reserved.PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie Cook

The niversity o! "est Alaba#aThe niversity o! "est Alaba#a

$

H%#an &eso%rceH%#an &eso%rce

'anage#ent'anage#entELEVENTH 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 (evelo)ing *#)loyeesTraining and (evelo)ing *#)loyees

Chapter 8Chapter 8

Part 3 | Training and DevelopmentPart 3 | Training and Development


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2008 Prentice Hall, Inc. All 82

A!ter st%dying this cha)ter, yo% sho%ld be able to+

$.$. (escribe the basic training )rocess.(escribe the basic training )rocess.

2.2. (escribe and ill%strate how yo% wo%ld go abo%t(escribe and ill%strate how yo% wo%ld go abo%t

identi!ying training re%ire#ents.identi!ying training re%ire#ents.

-.-. *)lain how to disting%ish between )roble#s yo% can*)lain how to disting%ish between )roble#s yo% can

!i with training and those yo% can/t.!i with training and those yo% can/t.

.. *)lain how to %se !ive training techni%es.*)lain how to %se !ive training techni%es.


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P%r)ose o! 1rientationP%r)ose o! 1rientation

Feel

Welcome and

At Ease

Begin the

Socialization

Process

Understand

the

Organization

no! What

"s E#pected

in Wor$ andBehavior

Orientation %elps

&e! Emplo'ees


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The 1rientation ProcessThe 1rientation Process

(ompan'

Organization and

Operations

Sa)et' *eas+res

and ,eg+lations

Facilities

To+r

Emplo'eeOrientation

Emplo'ee Bene)it

"n)ormation

Personnel

Policies

Dail'

,o+tine


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F"-U,E ./0

&e! Emplo'ee

Departmental

Orientation

(hec$list

Source: C(Healthcare. sed with )er#ission.


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The Training ProcessThe Training Process

3 TrainingTraining The )rocess o! teaching new e#)loyees the basicThe )rocess o! teaching new e#)loyees the basic

skills they need to )er!or# their 4obs.skills they need to )er!or# their 4obs.

3 Training/s trategic ContetTraining/s trategic Contet

The !ir#/s training )rogra#s #%st #ake sense inThe !ir#/s training )rogra#s #%st #ake sense inter#s o! the co#)any/s strategic goals.ter#s o! the co#)any/s strategic goals.

3 Per!or#ance 'anage#entPer!or#ance 'anage#ent Taking an integrated, goal5oriented a))roach toTaking an integrated, goal5oriented a))roach to

assigning, training, assessing, and rewardingassigning, training, assessing, and rewardinge#)loyees/ )er!or#ance.e#)loyees/ )er!or#ance.


7/37 2008 Prentice Hall, Inc. All 87

The Training Process 6cont/d7The Training Process 6cont/d7

0

1

3

2

The ive5te) Training and (evelo)#ent Process

Instr%ctional design

9eeds analysis

:alidation

I#)le#ent the )rogra#

*val%ation



Training, ;earning, and 'otivationTraining, ;earning, and 'otivation

3 'ake the ;earning 'eaning!%l'ake the ;earning 'eaning!%l

$.$. At the start o! training, )rovide a bird/s5eye view o!At the start o! training, )rovide a bird/s5eye view o!

the #aterial to be )resented to !acilitate learning.the #aterial to be )resented to !acilitate learning.

2.2. se a variety o! !a#iliar ea#)les.se a variety o! !a#iliar ea#)les.

-.-. 1rgani



Training, ;earning, and 'otivation 6cont/d7Training, ;earning, and 'otivation 6cont/d7

3 'ake kills Trans!er *asy'ake kills Trans!er *asy

$.$. 'ai#i



'otivation Princi)les !or Trainers'otivation Princi)les !or Trainers

3 Peo)le learn best by doingPeo)le learn best by doing)rovide as #%ch)rovide as #%ch

realistic )ractice as )ossible.realistic )ractice as )ossible.

3 Trainees learn best when the trainersTrainees learn best when the trainers

i##ediately rein!orce correct res)onses.i##ediately rein!orce correct res)onses.

3 Trainees learn best at their own )ace.Trainees learn best at their own )ace.

3 Create a )erceived training need in theCreate a )erceived training need in the

trainees/ #inds.trainees/ #inds.

3 The sched%le is i#)ortantThe sched%le is i#)ortantthe learning c%rvethe learning c%rve

goes down late in the dayB less than !%ll daygoes down late in the dayB less than !%ll day

training is #ost e!!ective.training is #ost e!!ective.



Analy



TAB6E ./0

Tas$

Anal'sis

,ecord

Form

Note: Task analysis record !or# showing so#e o! the tasks and s%btasks )er!or#ed by a )rinting )ress o)erator.



Assessing C%rrent *#)loyees/ Training 9eedsAssessing C%rrent *#)loyees/ Training 9eeds

Per)ormance Appraisals

7o89,elated

Per)ormance Data

O8servations

"ntervie!s

Assessment (enter

,es+lts

"ndivid+al Diaries

Attit+de S+rve's

Tests

*ethods )or

"denti)'ingTraining

&eeds


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Training 'ethodsTraining 'ethods

3 1n5the5ob Training1n5the5ob Training

3 In!or#al ;earningIn!or#al ;earning

3 ob Instr%ction Trainingob Instr%ction Training

3 ;ect%res;ect%res

3 Progra##ed ;earningProgra##ed ;earning3 A%diovis%al TrainingA%diovis%al Training

3 i#%lated Training 6also :estib%le Training7i#%lated Training 6also :estib%le Training7

3 Co#)%ter5Dased Training 6CDT7Co#)%ter5Dased Training 6CDT7

3 *lectronic Per!or#ance %))ort yste#s 6*P7*lectronic Per!or#ance %))ort yste#s 6*P7

3 (istance and Internet5Dased Training(istance and Internet5Dased Training


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Training 'ethods 6cont/d7Training 'ethods 6cont/d7

3 1n5the5ob Training 61T71n5the5ob Training 61T7 Having a )erson learn a 4obHaving a )erson learn a 4ob

by act%ally doing the 4ob.by act%ally doing the 4ob.

3 Ty)es o! 1n5the5ob TrainingTy)es o! 1n5the5ob Training

Coaching or %nderst%dyCoaching or %nderst%dy ob rotationob rotation

)ecial assign#ents)ecial assign#ents

3 AdvantagesAdvantages Ine)ensiveIne)ensive

;earn by doing;earn by doing

I##ediate !eedbackI##ediate !eedback


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1n5the5ob Training1n5the5ob Training

0

ollow )

Present the 1)eration

Steps to Help Ensure OJT Success

Pre)are the ;earner

(o a Tryo%t

1

3

2


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Training 'ethods 6cont/d7Training 'ethods 6cont/d7

3 *!!ective ;ect%res*!!ective ;ect%res

(on/t start o%t on the wrong !oot.(on/t start o%t on the wrong !oot.

Eive listeners signals.Eive listeners signals.

De alert to yo%r a%dience.De alert to yo%r a%dience.

'aintain eye contact with a%dience.'aintain eye contact with a%dience.

'ake s%re everyone in the roo# can hear.'ake s%re everyone in the roo# can hear.

Control yo%r hands.Control yo%r hands.

Talk !ro# notes rather than !ro# a scri)t.Talk !ro# notes rather than !ro# a scri)t.

Dreak a long talk into a series o! !ive5#in%te talks.Dreak a long talk into a series o! !ive5#in%te talks.

Practice and rehearse yo%r )resentation.Practice and rehearse yo%r )resentation.


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Progra##ed ;earningProgra##ed ;earning

3 AdvantagesAdvantages &ed%ced training ti#e&ed%ced training ti#e

el!5)aced learningel!5)aced learning I##ediate !eedbackI##ediate !eedback

&ed%ced risk o! error !or learner&ed%ced risk o! error !or learner

Presenting

:+estions; )acts;

or pro8lems to

the learner

Allo!ing the

person to

respond

Providing

)eed8ac$ on the

acc+rac' o)

ans!ers


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TAB6E ./1 &ames o)


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Co#)%ter5Dased Training 6CDT7Co#)%ter5Dased Training 6CDT7

3 AdvantagesAdvantages

&ed%ced learning ti#e&ed%ced learning ti#e

Cost5e!!ectivenessCost5e!!ectiveness

Instr%ctional consistencyInstr%ctional consistency

3 Ty)es o! CDTTy)es o! CDT

Interactive #%lti#edia trainingInteractive #%lti#edia training

:irt%al reality training:irt%al reality training


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(istance and Internet5Dased Training(istance and Internet5Dased Training

Teletraining


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;iteracy Training Techni%es;iteracy Training Techni%es

Testing =o8

candidates )or

8asic s$ills

"nstit+ting 8asic

s$ills and literac'programs

Emplo'er ,esponses

to F+nctional "lliterac'


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'anage#ent (evelo)#ent'anage#ent (evelo)#ent

Assessing the

compan'5sstrategic

needs

Developing the

managers and)+t+re

managers

6ong9Term Foc+s

o) *anagement

Development

Appraising

managers5c+rrent

per)ormance


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%ccession Planning%ccession Planning

0

Degin #anage#ent develo)#ent

&eview !ir#/s #anage#ent skills inventory

Steps in the Succession Planning Process

Antici)ate #anage#ent needs

Create re)lace#ent charts

1

3

2


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'anage#ent (evelo)#ent 6cont/d7'anage#ent (evelo)#ent 6cont/d7

7o8

,otation

Action

6earning

*anagerial

On9the97o8

Training

(oaching>

Underst+d'

Approach


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'anage#ent (evelo)#ent 6cont/d7'anage#ent (evelo)#ent 6cont/d7

niversity5&elated Progra#s

'anage#ent Ea#es

1!!5the5ob 'anage#ent Training1!!5the5ob 'anage#ent Training

and (evelo)#ent Techni%esand (evelo)#ent Techni%es

The Case t%dy 'ethod

1%tside e#inars

*ec%tive Coaches

Dehavior 'odeling

&ole Playing

Cor)orate niversities


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'anaging 1rgani


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'anaging 1rgani


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'anaging 1rgani


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How to ;ead the ChangeHow to ;ead the Change

3 n!ree


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F"-U,E ./2 T'pical ,ole in a ,ole9Pla'ing E#ercise

Source: 9or#al &. . 'aier and Eertr%de Cassel#an :erser,

Psychology in $ndustrial Organi%ations, =thed., ). $F0. $F82 by

Ho%ghton 'i!!lin Co#)any. sed by )er#ission o! the )%blishers.

Walt *arshall?S+pervisor o) ,epair (re!

Go% are the head o! a crew o! tele)hone #aintenance workers, each o!who# drives a s#all service tr%ck to and !ro# the vario%s 4obs. *very so

o!ten yo% get a new tr%ck to echange !or an old one, and yo% have the

)roble# o! deciding which o! yo%r crew #e#bers yo% sho%ld give the new

tr%ck. 1!ten there are hard !eelings, since each see#s to !eel entitled to the

new tr%ck, so yo% have a to%gh ti#e being !air. As a #atter o! !act, it %s%ally

t%rns o%t that whatever yo% decide is considered wrong by #ost o! the crew.Go% now have to !ace the iss%e again beca%se a new tr%ck, a Chevrolet,

has 4%st been allocated to yo% !or assign#ent.

In order to handle this )roble# yo% have decided to )%t the decision %) to

the crew. Go% will tell the# abo%t the new tr%ck and will )%t the )roble# in

ter#s o! what wo%ld be the !airest way to assign the tr%ck. (o not take a)osition yo%rsel!, beca%se yo% want to do what they think is #ost !air.


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sing 1rgani


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TAB6E ./3 E#amples o) OD "nterventions

Human Process Applications

T5gro%)s 6ensitivity Training7

Process cons%ltation

Third5)arty intervention

Tea# b%ilding

1rgani


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*val%ating the Training *!!ort*val%ating the Training *!!ort

3 (esigning the t%dy(esigning the t%dy

Ti#e series designTi#e series design

Controlled e)eri#entationControlled e)eri#entation

3 Training *!!ects to 'eas%reTraining *!!ects to 'eas%re ReactionReactiono! trainees to the )rogra#o! trainees to the )rogra#

!earning!earningthat act%ally took )lacethat act%ally took )lace

)ehavior)ehaviorthat changed on the 4obthat changed on the 4ob ResultsResultsachieved as a res%lt o! the trainingachieved as a res%lt o! the training


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F"-U,E ./

Using a Time

Series -raph

to Assess a

Training

Program5s

E))ects


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F"-U,E ./@

A Sample Training

Eval+ation Form

Source: www.o)#.gov>e#)loy#entJandJbene!its>workli!e>.


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2008 P ti H ll I All 8 37

K * G T * & '

e#)loyee orientatione#)loyee orientation

trainingtraining

)er!or#ance #anage#ent)er!or#ance #anage#ent

negligent trainingnegligent training

task analysistask analysis

)er!or#ance analysis)er!or#ance analysis

on5the54ob trainingon5the54ob training

a))renticeshi) traininga))renticeshi) training

4ob instr%ction training 6IT74ob instr%ction training 6IT7

)rogra##ed learning)rogra##ed learningsi#%lated trainingsi#%lated training

electronic )er!or#ance s%))ortelectronic )er!or#ance s%))ort

syste#s 6*P7syste#s 6*P7

4ob aid4ob aid

#anage#ent develo)#ent#anage#ent develo)#ent

s%ccession )lannings%ccession )lanning

4ob rotation4ob rotation

action learningaction learning

case st%dy #ethodcase st%dy #ethod#anage#ent ga#e#anage#ent ga#e

role )layingrole )laying

o%tso%rced learningo%tso%rced learning

behavior #odelingbehavior #odeling

in5ho%se develo)#ent centerin5ho%se develo)#ent center

organi

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