HRM Training&Development Ch8

7/21/2019 HRM Training&Development Ch8

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Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins Chapter 8, slide 1

Chapter 8

Training and Developing

Employees


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Training and Development and

Other HRM Functions

Training may permit hiring

less-qualified applicantsSelection

Effective selection may

reduce training needs

Training aids in the

achievement of performance

PerformanceAppraisal

A basis for assessing

training needs and results

Training and development may

lead to higher pay

CompensationManagement

A basis for determining

employees rate of pay

Availability of training can aid

in recruitmentRecruitment

Provide an additional

source of trainees

Training may include a role for

the unionLabor Relations

Union cooperation can

facilitate training efforts


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The Systems Approach to

Training and Development

! Four Phases! Needs assessment! Program design! Implementation! Evaluation


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Systems Model of Training


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Phase 1: Conducting the

Needs Assessment

! Organization Analysis!An examination of the environment, strategies,

and resources of the organization to determine

where training emphasis should be placed.

! Task Analysis! The process of determining what the content of a

training program should be on the basis of a studyof the tasks and duties involved in the job.

! Person Analysis!A determination of the specific individuals who

need training.


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Phase 2: Designing the Training

Program

Characteristics of trainers

Trainee readiness and motivation

Issues in training design

Instructional objectives

Principles of learning


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Phase 2: Designing the

Training Program

! Instructional Objectives! Represent the desired outcomes of a training

program

! Performance-centered objectives! Provide a basis for choosing methods and

materials and for selecting the means for

assessing whether the instruction will be

successful.


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Trainee Readiness and

Motivation

! Strategies for Creating a Motivated TrainingEnvironment:

! Use positive reinforcement! Eliminate threats and punishment! Be flexible! Have participants set personal goals! Design interesting instruction! Break down physical and psychological obstacles

to learning


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Principles of Learning


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Principles of Learning

Recognition of individual learningdifferences

Meaningfulness of presentation

Focus on learning and transfer

Goal setting - Whats the value?

Behavioral modeling


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Principles of Learning (contd)

Feedback and reinforcement

Whole versus-part learning

Focus on method and process

Active practice and repetition

Massed-vs-distributed learning


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Characteristics of Successful

Instructors

! Knowledge of the subject!Adaptability! Sincerity! Sense of humor! Interest! Clear instructions! Individual assistance! Enthusiasm


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Phase 3: Implementing the

Training Program

Importance of training outcomes

Type of trainees

Choosing the instructional method

Nature of training

Organizational extent of training


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Training Methods for

Nonmanagerial Employees

! On-the-Job Training (OJT)!Apprenticeship Training! Cooperative Training and

Internships! Classroom Instruction! Programmed Instruction!Audiovisual Methods! Computer-based Training

and E-Learning

! Simulation Method


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On-the-Job Experiences

! Coaching! Understudy

Assignment

! Job Rotation! Lateral Transfer! Special Projects! Staff Meetings


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Training Methods for

Management Development

! On-the-Job Experiences! Seminars and Conferences! Case Studies! Management Games! Role Playing! Behavior Modeling


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Phase 4: Evaluating the

Training Program

Criterion 4: Results assessment

Criterion 2: Extent of learning

Measuring program effectiveness

Criterion 1: Trainee reactions

Criterion 3: Learning transfer to job


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Evaluating Training and

Development Effectiveness

How canHR evaluate training method resultswhen measures arent easy to calculate?

Level 1What was reaction to training?

Level 2What was learned?

Level 3

Did training change behavior?

Level 4Did training benefit employer?

Through Kirkpatricks model:


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Criterion 1: Reactions

! Participant Reactions.! The simplest and most common approach to

training evaluation is assessing trainees.

! Potential questions might include the following:What were your learning goals for this program?

Did you achieve them?

Did you like this program?

Would you recommend it to others who have similar

learning goals?

What suggestions do you have for improving the

program?

Should the organization continue to offer it?


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Criterion 2: Learning

! Checking to see whether they actuallylearned anything.

! Testing knowledge and skills before beginning atraining program gives a baseline standard ontrainees that can be measured again after training

to determine improvement.

! However, in addition to testing trainees, testemployees who did not attend the training to

estimate the differential effect of the training.


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Criterion 3: Behavior

! Transfer of Training! Effective application of principles learned to

what is required on the job.

! Maximizing the Transfer of Training1. Feature identical elements2. Focus on general principles3. Establish a climate for transfer.4. Give employees transfer strategies


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Evaluating Training and

Development Effectiveness

HRcan use performance-based

evaluation measures.

"post-training method: employeeson-the-job performance isassessed after training"pre-post-training method: employees job performance is

assessed both before and after training, to determine whether

a change has taken place

"pre-post-training w/control group:compares results of instructedgroup to non-instructed group


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Criterion 4: Results or Return

on Investment (ROI)

! Utility of Training Programs.! Calculating the benefits derived from training:

How much did quality improve because of the training

program?

How much has it contributed to profits?

What reduction in turnover and wasted materials didthe company get after training?

How much has productivity increased and by how

much have costs been reduced?


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Criterion 4: Results or Return

on Investment (ROI)

! Return on Investment! Viewing training in terms of the extent to which it

provides knowledge and skills that create acompetitive advantage and a culture that is ready

for continuous change.

! ROI = Results/Training Costs! If the ROI ratio is >1, the benefits of the training

exceed the cost of the program

! If the ROI ratio is


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In Focus: Orientation Training

! Orientation! A formal process of familiarizing new employees with the

organization, their jobs, and their work units.

! Benefits:1. Lower turnover2. Increased productivity3. Improved employee morale4. Lower recruiting and training costs5. Facilitation of learning6. Reduction of the new employees anxiety


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The Purpose of New-EmployeeOrientation

Top management is often visible during the newemployee orientation process.

CEOs can

1. welcome employees

2. provide a vision for the company

3. introduce company culture4. convey that the company cares about employees

5. allay some new employee anxieties

HRhas a dual role in orientation.

Coordinating Role: HRM instructs new employees when and where toreport; provides information about benefits choices.

Participant Role: HRM offers its assistance for future employee needs

(career guidance, training, etc.).

Documents

HRM Training&Development Ch8