Training and Developing Employees 8 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-1

Learning Objectives 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. Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-2

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?” Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-3

The Purposes of Employee Orientation/Onboarding Welcome Basic information Understanding the organization Socialization days Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-4

The Orientation Process Employee handbook Orientation technology Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-5

Overview of the Training Process Aligning strategy and training Training and performance Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-6

Review Employee handbook Orientation technology Training process overview Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-7 PurposesPurposes o Welcome o Basic information o Understanding the organization o Socialization

List and briefly explain each of the five steps in the training process Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-8

The ADDIE Five-Step Training Process Analyze – TNA Design – Backend Develop Implement Evaluate - ROI Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-9

Conducting the Training Needs Analysis 1. Strategic needs – organisational 2. Training needs analysis – employees Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-10

Review Strategic needs Strategic training needs analysis Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-11 ADDIE o Analyze o Design o Develop o Implement o Evaluate

Task Analysis Job descriptions Job specifications Performance standards Compliance standards Performing the job Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-12

Talent Management Is a goal orientated system Alignment Competencies Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-13

Review Strategic needs Strategic training needs analysis Talent management o Competencies o Plan Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-14

Explain how to distinguish between problems you can fix with training and those you can’t Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-15

Performance Analysis: Current Employees’ Training Needs Definition Current training needs analysis Task analysis Performance analysis Can’t do/won’t do Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-16

Designing the Training Program Setting learning objectives Creating a motivational learning environment Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-17

Review Analyzing current employees’ needs Designing the training program Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-18

Discuss how you would motivate trainees Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-19

Adult Learning methods Experimental learning Relevant Coat hanging learning Short periods of learning Understand different learning style Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-20

Making the Learning Meaningful Bird’s-eye view Perceived need Familiar examples Organize Familiar terms Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-21

Making Skills Transfer Obvious and Easy Similarity Practice Label Attention “Heads-up” Pace Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-22

Learning Reinforce correct responses Schedule Follow-up assignments Transfer of training Other issues Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-23

Review Labels Heads-up Pace Reinforcement Schedule Follow-up Alternatives Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-24 Overview Familiarity Organization Needs Similarity Practice

Explain how to use five training techniques Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-25

Implementing Training Programs On-the-job training o Types of on-the-job training o Job rotation o Special assignments Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-26

The OJT Process Preparation Present the operation Tryout Follow-up Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-27

Other Types of Learning Apprenticeship training Informal learning Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-28

Other Types of Learning Job instruction training Lectures Programmed learning Audiovisual-based training Vestibule training Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-29

Other Types of Learning Electronic performance support systems (EPSS) Videoconferencing Computer-based training(CBT) Simulated learning Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-30

Other Types of Learning Interactive learning Internet-based training Learning Management Systems (LMS) Using internet-based learning Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-31

Other Types of Learning Mobile learning Virtual classrooms Lifelong and literacy training techniques Team training Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-32

Review On-the-job training The OJT process Apprenticeships Informal Other forms of training and learning Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-33

List and briefly discuss four management development programs Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-34

Implementing Management Development Programs Strategy and development Managerial on-the-job training Coaching/understudy approach Action learning Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-35

Off-the-Job Management Training and Development Case studies Computerized management games Outside seminars University programs Role-playing Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-36

Off-the-Job Management Training and Development Behavior modeling Corporate universities Executive coaches Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-37

Review Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-38 Strategy On- and off-the-job Coaching Action learning Cases Games

Review Outside and university Role-playing Behavior modeling Corporate universities Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-39

List and briefly discuss the importance of the eight steps in leading organizational change Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-40

Managing Organizational Change Programs What to change Structure Technology Other Lewin’s change process o Unfreezing o Moving o Refreezing Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-41

Leading Organizational Change Refreezing stage o Reinforcement o Monitor Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-42 Unfreezing stage o Urgency. o Commitment Moving stage o Coalition o Vision o Acceptance o Gains

Review What to change o Structure o Technology o Other Lewin’s change process o Unfreezing o Moving o Refreezing Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-43

What is organizational development and how does it differ from traditional approaches to organizational change? Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-44

Using Organizational Development Characteristics – behavioural science Human processes – Prob solving Technostructural – structures etc HR management Strategic OD Evaluating Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-45

Evaluating The Training Effort Designing the study Controlled experimentation Measurement - Kilpatrick o Reactions o Learning o Behavior o Results Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-46

Review Action research Behavioral science Change Human processes Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-47 Technostructural HR practices Strategy Evaluation