HRM Dessler 08 Training and Development

Dessler 2013

Chapter 8 : Training and Developing Employees

Human Resource Management

Lecture 6

LEARNING OBJECTIVES

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1. Summarize the purpose and process of employee orientation.

2. List and briefly explain each of the five steps in the training process.

3. Describe and illustrate how you would identify training requirements.

4. Explain how to distinguish between problems you can fix with training and those you can’t.

5. Discuss how you would motivate trainees.

LEARNING OBJECTIVES


6. Explain how to use five training techniques.

7. List and briefly discuss four management development programs.

8. List and briefly discuss the importance of the eight steps in leading organizational change.

9. Answer the question, “What is organizational development and how does it differ from traditional approaches to organizational change?”

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Summarize the purpose and process of employee

orientation

Chapter 8-4

THE PURPOSES OF EMPLOYEE ORIENTATION/ONBOARDING


• Welcome• Basic information• Understanding the

organization• Socialization

THE ORIENTATION PROCESS

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Company organization and

operations

Safety measuresand regulations

Facilities tour

Employee Orientation

Employee benefit information

Personnel policies

Daily routine

THE ORIENTATION PROCESS


• Employee handbook

• Orientation technology

THE TRAINING PROCESS

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Training• Process of teaching new employees basic skills to perform jobs

• Is a hallmark of good management

• Reduces an employer’s exposure to negligent training liability

Training’s Strategic Context• The aims of firm’s training programs must make sense in terms

of the company’s strategic goals.

• Training fosters employee learning, which results in enhanced organizational performance.


List and briefly explain each of the five steps in the

training process

Chapter 8-9


THE ADDIE FIVE-STEP TRAINING PROCESS

Chapter 8-10

• Analyze needs

• Design overall training

• Develop course materials

• Implement training

• Evaluate effectiveness


CONDUCTING THE TRAINING NEEDS ANALYSIS

Chapter 8-11

• Strategic needs

• Strategic training needs analysis


Describe and illustrate how you would identify training

requirements

Chapter 8-12

STEP 1: ANALYZING TRAINING NEEDS

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Task Analysis Performance Analysis

Training Needs Analysis

Talent Management

TASK ANALYSIS

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Chapter 8-14

• Detailed study

• Job descriptions

• Job specifications

• Performance standard

• Performing the job

• Task analysis record

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TABLE 8–1 Sample Task Analysis Record Form

TALENT MANAGEMENT


• What it is

• What’s involved

• Competencies

• Job training needs


8–17

FIGURE 4–10 Example of Competency Model for a Human Resource Manager

Competency Model • Consolidates a precise overview (graphically) of the

competencies – the knowledge, skills and behaviors ) someone would need to do a job well.

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FIGURE 8–2 Example of Competency Model for Human Resource Manager

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FIGURE 8–2 Example of Competency Model for Human Resource ManagerFIGURE 8–2 Example of Competency Model for Human Resource Manager (cont.)

Explain how to distinguish between problems you can fix with training and those

you can’t


PERFORMANCE ANALYSIS:ASSESSING CURRENT EMPLOYEES’ TRAINING NEEDS


8–21

Performance Appraisals

Job-Related Performance Data

Observations

Interviews

Assessment Center Results

Individual Diaries

Attitude Surveys

Tests

Methods for Identifying Training Needs

Specialized Software

Can’t-do or Won’t-do?

STEP 2: DESIGNING THE TRAINING PROGRAM


• Setting learning objectives

• Creating a motivational learning environment

Discuss how you would motivate trainees


MAKING THE LEARNING MEANINGFUL


• Bird’s-eye view

• Familiar examples

• Organize

• Familiar terms

• Perceived need

MAKING SKILLS TRANSFER OBVIOUS AND EASY


• Similarity

• Practice

• Label

• Attention

• “Heads-up”

• Pace

LEARNING


• Reinforce correct responses

• Schedule

• Follow-up assignments

• Transfer of training

• Other issues

STEP 3: DEVELOPING PROGRAMS


• Create program’s training content and materials

• Use specific instructional method

• Lectures

• Ccases

• Training equiptment

• Powerpoint slides

• Workbooks

Explain how to use five training techniques


STEP 4: IMPLEMENTING

TRAINING PROGRAMS

• Videoconferencing

• Computer-Based Training (CBT)

• Simulated Learning

• Interactive Learning

• Internet-Based Training

• On-the-Job Training

• Apprenticeship Training

• Informal Learning

• Job Instruction Training

• Lectures

• Programmed Learning

• Audiovisual-Based Training

• Vestibule Training

• Electronic Performance Support Systems (EPSS)

TRAINING METHODS


8–29

THE OJT TRAINING METHOD


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


FIGURE 8–3 Some Popular Apprenticeships

The U.S. Department of Labor’s Registered Apprenticeship program offers access to 1,000 career areas, including the following top occupations:

• Able seaman• Carpenter• Chef• Child care development specialist• Construction craft laborer• Dental assistant• Electrician• Elevator constructor• Fire medic• Law enforcement agent• Over-the-road truck driver• Pipefitter


8–32

Job Instruction Training at UPS

PROGRAMMED LEARNING

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• 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

OTHER TYPES OF TRAINING


Electronic Performance Support

Systems (EPSS)

Videoconferencing

Computer-Based Training (CBT)

E-learning and learning portals

Distance Learning Methods

OTHER TYPES OF LEARNING


• Mobile learning

• Virtual classrooms

• Lifelong and literacy training techniques

• Team training

List and briefly discuss four management development

programs


IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS


Assessing the company’s

strategic needs

Developing the managers and

future managers

Long-Term Focus of Management Development

Appraising managers’

current performance

MANAGEMENT DEVELOPMENT TECHNIQUES


Job rotation

Coaching and understudy

Managerial On-the-Job Training

Action learning

OTHER MANAGEMENT TRAINING TECHNIQUES


University-related programs

Management games

Off-the-Job Management Training and Development Techniques

The case study method

Outside seminars

Executive coaches

Behavior modeling

Role playing

Corporate universities


Typical Role in a Role-Playing Exercise

Walt Marshall—Supervisor of Repair Crew

You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew. You now have to face the issue again because a new truck has just been allocated to you for assignment.

In order to handle this problem you have decided to put the decision up to the crew. You will tell them about the new truck and will put the problem in terms of what would be the fairest way to assign the truck. Do not take a position yourself, because you want to do what they think is most fair.

BEHAVIOR MODELING


1

Encourage transfer of training to job

Have trainees role play using behaviors

Behavior Modeling Training

Model the effective behaviors

Provide social reinforcement and feedback

2

3

4

List and briefly discuss the importance of the eight steps in leading organizational change


MANAGING ORGANIZATIONAL CHANGE PROGRAMS


StrategyTechnologie

sCulture

What to Change

StructureAttitudes/Skills of

Employees

MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT


Overcoming resistance to

change

Effectively using organizational development

practices

The Human Resource Manager’s Role

Organizing and leading

organizational change

MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT


1

Moving

Overcoming Resistance to Change: Lewin’s Change Process

Unfreezing

Refreezing

2

3

HOW TO LEAD THE CHANGE


Unfreezing Stage1. Establish a sense of urgency (need for change).2. Mobilize commitment to solving problems.

Moving Stage3. Create a guiding coalition.4. Develop and communicate a shared vision.5. Help employees to make the change.6. Consolidate gains and produce more change.

Refreezing Stage7. Reinforce new ways of doing things.8. Monitor and assess progress.

What is organizational development and how

does it differ from traditional approaches to organizational change?


USING ORGANIZATIONAL DEVELOPMENT


1

Applies behavioral science knowledge

Organizational Development (OD)

Usually involves action research

Changes the organization in a particular direction

2

3


TABLE 8–2 Examples of OD Interventions

Human Process ApplicationsT-groups (Sensitivity Training)Process consultationThird-party interventionTeam buildingOrganizational confrontation meetingSurvey research

Technostructural InterventionsFormal structural changeDifferentiation and integrationCooperative union–management projectsQuality circlesTotal quality managementWork design

HRM ApplicationsGoal settingPerformance appraisalReward systemsCareer planning and developmentManaging workforce diversityEmployee wellness

Strategic OD ApplicationsIntegrated strategic managementCulture changeStrategic changeSelf-designing organizations

STEP 5: EVALUATING THE TRAINING EFFORT


• Designing the Evaluation Study• Time series design

• Controlled experimentation

• Choosing Which 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


FIGURE 8–4

A Sample TrainingEvaluation Form

TUTORIAL

3–52

• Discussion Questions (p. 302)

• Question 4 & 7

• Hotel Paris Case (p. 304)

• Question 1 & 2

Documents

HRM Dessler 08 Training and Development