PowerPoint Presentation by Charlie Cook The University of West Alabama Chapter 8 Training and Developing Employees Chapter 8 Training and Developing Employees Part Three | Training and Development Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8–2 1.The meaning and purpose of employee orientation. 2.Explain each of the four steps in the training process. 3.Describe how you can identify training needs. 4.Explain how to distinguish between problems you can fix with training and those you can’t. LEARNING OUTCOMES

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–3 5 - Discuss four training methods 6 - Discuss four management development programs Measuring four basic categories of training outcomes 8- managing organizational change. LEARNING OUTCOMES (cont’d)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–4 The meaning and Purpose of Orientation Feel welcome at home and a part of team Begin the socialization process Has the basic information to work effectively Know what is expected in work and behavior Orientation Helps New Employees

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–5 The Orientation Process Company organization and departments Safety measures and regulations company history and values Employee Orientation process Information related work hours and benefits Personnel policies Daily routine An orientation process includes information on employee benefits, personnel policies, the daily routine, company organization and departments, safety measures and regulations.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–6 The Training Process TrainingTraining after orientation, training should beginafter orientation, training should begin  It Is the process of teaching new employees the basic skills they need to perform their jobs, such as showing new sales worker how to sell the product. Aligning Strategy and TrainingAligning Strategy and Training Employers today must make sure that their training programs are supporting their firm’s strategic goals. Employers must identify the employee skills which the firm will need to execute its strategy.Employers today must make sure that their training programs are supporting their firm’s strategic goals. Employers must identify the employee skills which the firm will need to execute its strategy.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–7 The four Steps in the Training Process The Four Steps in the Training Process Training program design Training Needs analysis Training program implementation Training program Evaluation

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–8 First - Training needs analysis

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–9 Training needs analysis methods Training needs analysis Task analysis Competency analysis Strategy analysis current performance analysis

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–10 Task analysis Task analysis is a detailed study of the job to determine what specific skills the job requires. So job description and job specification are essential.( for new employees) is a detailed study of the job to determine what specific skills the job requires. So job description and job specification are essential.( for new employees) Competencies profileCompetencies profile.it means that the employer can use the competencies related to the job for training the employee..it means that the employer can use the competencies related to the job for training the employee.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–11 strategic needs analysis Strategic goals such as entering new lines or expanding abroad means the firm will have to fill new jobs, so strategic needs analysis identify the training programs which employees will need to fill these new future jobs.Strategic goals such as entering new lines or expanding abroad means the firm will have to fill new jobs, so strategic needs analysis identify the training programs which employees will need to fill these new future jobs. Also strategic needs analysis identify the training that employees need to fill the firm’s key future positions (succession planning)Also strategic needs analysis identify the training that employees need to fill the firm’s key future positions (succession planning)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–12 Current performance analysis Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or other means (motivating or transferring ).Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or other means (motivating or transferring ). The first step is to compare the employee’s actual perform to what it should be and determine why performance is down. It is useless to train an employee whose performance actually is low because of insufficient motivation.The first step is to compare the employee’s actual perform to what it should be and determine why performance is down. It is useless to train an employee whose performance actually is low because of insufficient motivation. Therefore distinguishing between “can’t-do” and “won’t-do” is crucial.Therefore distinguishing between “can’t-do” and “won’t-do” is crucial.

Second : Designing the training program 1- Setting learning objectives 2-Preparing the materials and training tools Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–13

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–14 Setting learning objectives 1.Objectives should be determined in measurable terms. What the trainees should be able to accomplish after completing the training program.” 2. Objectives should determine the performance deficiencies, such as “we’re getting too many complaints from call center callers.”

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–15 Preparing the materials and training tools Trainer must set the topics to be covered. organize the information so he can present it logically, and in meaningful units.Trainer must set the topics to be covered. organize the information so he can present it logically, and in meaningful units. He must use a variety of familiar examples and assignments.He must use a variety of familiar examples and assignments. He must use as many visual aids as possible.He must use as many visual aids as possible. The schedule is important.The schedule is important.

Third- training program implementation Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–16

after setting the objectives and designing the program we can turn to implementing them by using Training methods 1- on the job training 2- off the job training 3- Training based on the internet Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–17

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–18 1- on job Training Method  Means having a person learn a job by actually doing it.(training a person while he is working ) Types of On-the-Job TrainingTypes of On-the-Job Training  Coaching method Acquiring skills by observing the supervisor, or having the supervisor show the new employee the work procedures step by step Informal learningInformal learning 80% of what employees learn on the job, they learn through informal means by performing their jobs with their colleagues..

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–19 On the job Training Method Apprenticeship TrainingApprenticeship Training A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–20 On-the-Job Training 1 Follow up through checking work from time to time and decrease the supervision gradually Steps to ensure success of on the job training Prepare the learner by putting him at ease and explaining why he is being taught. Do a tryout by making the learner go through the job several time 23 Advantages Inexpensive Learn by doing Immediate feedback

 Off the job types of Learning Lectures- Lecture is a quick and simple way to present knowledge to large groups of trainees,.Lectures- Lecture is a quick and simple way to present knowledge to large groups of trainees,. Case Study Method - presents a trainee with a written description of an organizational problem.Case Study Method - presents a trainee with a written description of an organizational problem. Role playing - is aimed at creating a realistic situation and then ask the trainees to play the (roles) of specific persons in that situation.Role playing - is aimed at creating a realistic situation and then ask the trainees to play the (roles) of specific persons in that situation. Chapter 8-21

 Training based on the internet VideoconferencingVideoconferencing is popular for training geographically dispersed employees. is popular for training geographically dispersed employees. Training based on computerTraining based on computer refers to training methods that use interactive systems based on computer or online courses to increase knowledge or skills. refers to training methods that use interactive systems based on computer or online courses to increase knowledge or skills. Copyright © 2013 Pearson Education Chapter 8-22

Management development Is any attempt to improve managerial performance by acquiring knowledge, changing attitudes or increasing skills Management development and strategy Management development program should stem from the company’s strategy for example strategies to enter new business or expand overseas means that the company will need managers with skills to manage these new business. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–23

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–24 Assessing the organization’s strategic needs Developing the managers and future managers Appraising managers’ current performance and skills The management development process consists of

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–25 Management Development methods Job rotation Especial assignments Managerial On-the-Job Training Action learning It involves moving a trainee from department to department to broaden his experience Management trainees are allowed to work fulltime analyzing and solving problems in other departments Give lower levels executives first hand experience in working on actual problems

Fourth- Evaluating the training efforts Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–26

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–27 Evaluating the Training Effort What should we measure ?What should we measure ? The manager can measure four elements of training outcomesThe manager can measure four elements of training outcomes 1- Reaction of trainees to the program: did they like the program. (by using questionnaire). 2- Learning: did the trainees learn the principles, skills and facts they were supposed.(by using tests). 3- Behavior : did the trainees 'behavior change on the job after the training program.( supervisor can observe it)

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–28 Evaluating the Training Effort 4--Results of the training. did the number of customer’s complaints reduce. did the trainees become able to write financial report without mistakes. did the number of customer’s complaints reduce. did the trainees become able to write financial report without mistakes.  Reaction, Learning, and behavior are important, but if the training program does not produce results related to measurable performance, it probably has not achieved its goals

Managing organizational change Managing organizational change Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–29

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–30 StrategyTechnologiesCulture What to Change StructureEmployees

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–31 leading organizational change 1 Moving 8 steps for leading organizational Change with minimal resistance Unfreezing Refreezing 23

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–32 How to Lead the Change Unfreezing StageUnfreezing Stage 1.Means reducing the forces that are striving to maintain the status quo 2. Establish a sense of (need for change). 3.Mobilize commitment to solving problems. Moving StageMoving Stage 4- Create a guiding coalition. 5- Develop and communicate a shared vision. 6- Help employees to make the change by encouraging them 7- Consolidate gains and produce more change.(through policies and procedures). Refreezing StageRefreezing Stage 8- Reinforce new ways of the company’s systems and procedures 9- Monitor and assess progress.

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall8–33 K E Y T E R M S employee orientation training negligent training task analysis competency model performance analysis on-the-job training (OJT) apprenticeship training job instruction training (JIT) programmed learning electronic performance support systems (EPSS) job aid virtual classroom lifelong learning management development job rotation action learning case study method management game role playing behavior modeling in-house development center executive coach organizational development controlled experimentation