All Rights Reserved AAM 2053 HUMAN RESOURCE MANAGEMENT Dr. Khairunneezam Mohd Noor FKP USIM DrNeezamNoorFKPUSIM2014 Chapter 3 – 1

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 2 All Rights Reserved TRAINING 3 CHAPTER DrNeezamNoorFKPUSIM2014

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 3 PREVIEW  The concept of training.  The benefits of training.  A systematic approach to training.  Examples of learning principles.  The role of computers in training.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 4 WHAT IS TRAINING? Training is the attempt by an organization to change employees through the learning process so that they are able to perform their jobs as efficiently as possible.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 5 THE ASK MODEL A S K Change Attitudes Change Attitudes Develop Skills Develop Skills Increase Knowledge Increase Knowledge

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 6 TRAINING IS A LEARNING PARTNERSHIP The GovernmentTraining Vendors Consultants Educational Institutions The Training Department EmployersEmployees Heads of Department The Organization

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 7 THE HUMAN RESOURCE DEVELOPMENT FUND  Manufacturing, with more than 50 employees  Manufacturing with 10–49 employees but paid up capital of RM2.5 million and above Sectors Which Are Required to Contribute to the Human Resource Development Fund:

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 8 THE HUMAN RESOURCE DEVELOPMENT FUND (cont.)  Services with more than 10 employees in the following areas:  Computer services  Freight forwarding  Private higher education  Warehousing services  Security Services  Hypermarket, supermarket and department stores  Training  Accounting & auditing  Direct selling  Engineering  Consultancy  Private hospitals  Road transport  Railways  Hotel  Tour operators (in- bound)  Shipping  Air transport  Advertising  Telecommunication  Postal and courier services

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 9 WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? Margaret Anne Reid (2004) and her co-authors in Human Resource Development point out that the following costs will be incurred if an employer does not train his employees.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 10 WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)  Payment to employees when learning on the job, which may take longer if it is not properly planned for.  Costs of wasted materials, sales and customers lost because of mistakes made by untrained employees.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 11  Management time cost taken to undo the mistakes made by the untrained employees.  Lowered morale, leading to higher turnover, amongst team members who are demotivated by working with an untrained employee. WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 12  Accident-related costs; it is well-documented that untrained workers tend to have more accidents.  Higher turnover leading to recruitment costs because employees feel they have no prospects of further development. WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 13 BENEFITS OF TRAINING  Training opportunities attract and help to retain talented workers  Training increases worker productivity  Training increases workers’ job satisfaction  Training keeps workers up-to-date  Training helps to motivate workers

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 14 LEARNING ORGANIZATIONS  A learning organization is one which is permeated with a culture whereby all employees continuously attempt to increase their knowledge and skills on a cooperative basis.  The organization takes proactive steps to retain this knowledge within the organization.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 15 THE TRAINING PROCESS Set training objectives Develop the training programme Implement the programme Evaluate the programme Identify training needs

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 16 WHAT IS A TRAINING NEED? A training need is a problem which prevents work being done satisfactorily and which can be overcome by TRAINING.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 17 TRAINING NEEDS ANALYSIS  Who needs training?  What skills or knowledge do they need? Do their attitudes need changing?

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 18 TRAINING NEEDS ANALYSIS (cont.) Levels of Analysis Organizational Level  Organizational culture  Quality and productivity schemes Operations Level  Job analysis Individual Level  Evaluating individual performance against standards

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 19 Sources of Information  Job descriptions  Heads of departments  Employees  Organizational records  Performance review documents TRAINING NEEDS ANALYSIS (cont.)

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 20 Situations  New employees  Promotion and transfer  New machinery  New procedures and policies  New products or services TRAINING NEEDS ANALYSIS (cont.)

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 21 Problems suggesting a training need include:  Falling output  Rising error, scrap, waste, mistakes  Increasing time taken to complete work  Increasing accident rate  Increasing customer complaints TRAINING NEEDS ANALYSIS (cont.)

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 22 A well-written training objective includes a statement on:  Terminal behaviour required of the trainee  Standards of performance  Conditions for performance TRAINING OBJECTIVES

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 23 DEVELOPING TRAINING PROGRAMMES Factors to Consider  Venue  Trainer  Duration  Budget  Individual or group  Methodology  Logistics

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 24 TRAINING VENUE On-the-job? or Off-the-job?

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 25 JOB INSTRUCTIONAL TRAINING/ ON-THE-JOB TRAINING Step 1: Break down the job into its separate parts Step 2: Give an overview of the job Step 3: Demonstrate a part of the job for the trainee Step 5: Correct any mistakes made Step 6: Let the trainee practise Step 4: Let the trainee try to do what has been demonstrated

All Rights Reserved TRAINING METHODS DrNeezamNoorFKPUSIM2014 Chapter 3 – 26

All Rights Reserved Training Methods (Dessler, 2012)  On-the-Job Training  Apprenticeship Training  Informal Learning  Job Instruction Training  Lectures  Programmed Learning  Audiovisual-Based Training  Vestibule Training  Teletraining and Videoconferencing  Computer-Based Training (CBT)  Simulated Learning  Internet-Based Training  Learning Portals DrNeezamNoorFKPUSIM2014

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 28 TRAINING METHODS  Lecture  Handouts  Audio-visual aids  Computer-aided learning/e-learning  Role-playing  Case studies  Simulation  Coaching

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 29 TRAINING METHODS (cont.)  Apprenticeship  Projects/Special assignments Which Methods to Use?  A, S or K?  Active or Passive?  Cost and facilities?

All Rights Reserved Job Instruction Training at UPS

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 31 LEARNING PRINCIPLES  The learner must want to learn  Active learning is more effective than passive learning  Feedback or knowledge of results is essential  Learning is faster in teams

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 32 THE KIRKPATRICK MODEL OF EVALUATION Reaction: How do trainees feel about the programme? Learning: What have the trainees learned? Behaviour: What on-the-job changes in behaviour have taken place? Results: Have cost reductions resulted?

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 33 E-LEARNING  E-learning allows learners to learn at the speed which suits them best.  E-learning allows for savings on logistics costs.  E-learning allows employees to learn at times which suits them best.

All Rights ReservedDrNeezamNoorFKPUSIM2014 Chapter 3 – 34 REVIEW  The concept of training.  The benefits of training.  A systematic approach to training.  Examples of learning principles.  The role of computers in training.