Training & Development Dony Eko Prasetyo, S.IP.

Orientation

Orientation Introduction of a new employee to his/her job and the organization. A program designed to help employees fit smoothly into an organization; also called socialization. Orientation or socialization is designed to provide new employees with the information needed to function comfortably and effectively in the organization.

Orientation content Information on employee benefits Personnel policies The daily routine Company organization and operations Safety measures and regulations Facilities tour

Orientation (continued) It conveys three types of information: General information about daily work routine. Review of organization’s history ,purpose operations, and products or services and contribution of employee’s job to the organization’s needs. Presentation of organization’s policies, work rules and employee benefit.

Types of Orientation Two types of orientation: Work unit orientation: Familiarizes employee with goals of work unit, contribution to the unit’s goals, introduction to co-workers. Organization orientation: Informs employee about the organization’s objectives, history ,philosophy procedures and rules, human resource policies and benefits. Tour of organization’s work facilities.

Orienting Employees (cont’d) A successful orientation should accomplish four things for new employees: Make them feel welcome and at ease. Help them understand the organization in a broad sense. Make clear to them what is expected in terms of work and behavior. Help them begin the process of becoming socialized into the firm’s ways of acting and doing things.

Training

THERE IS NOTING TRAINING CAN NOT DO; NOTHNG IS ABOVE ITS REACH;IT CAN TURN BAD MORALS TO GOOD, IT CAN DESTROY BAD PRINCIPLES and CREATE GOOD ONES, IT CAN LIFT MEN TO ANGELSHIP. Mark Twain “Tell me and I forget, teach me and I remember, involve me and I learn” Benjamin Franklin

Training Programs A process designed to maintain or improve current job performance. Most training is directed at upgrading and improving an employee’s abilities or skills.

The Training Process Training The strategic context of training The process of teaching new employees the basic skills they need to perform their jobs. The strategic context of training Performance management: the process employers use to make sure employees are working toward organizational goals. Web-based training Distance learning-based training Cross-cultural diversity training

The Training and Development Process Needs analysis Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design Produce the training program content, including workbooks, exercises, and activities. Validation Presenting (trying out) the training to a small representative audience. Implement the program Actually training the targeted employee group. Evaluation Assesses the program’s successes or failures.

Analyzing Training Needs Task analysis A detailed study of a job to identify the specific skills required, especially for new employees. Performance analysis Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).

Needs Analysis 3 Levels of Needs Analysis: Organizational analysis: What are the training needs of the organization? What training will support the organization’s strategy? Example: Internal growth strategy (growth from new products or new markets) would be supported by training in: Creative thinking New product development Understanding & evaluating potential new markets Technical competence in jobs Example: What are the training needs for other strategies? Low-cost leadership, focused (niche) concentration, external growth (mergers & acquisitions), downsizing & divesting

Needs Analysis 3 Levels of Needs Analysis (more): Organizational analysis (more) What training will support the organization’s culture, goals, & priorities? Some organization’s emphasize training more than others Learning organization: use training linked to strategic goals as a source of competitive advantage Features: Learning culture, valuing employees, flexibility & experimentation, continuous learning, critical thinking, knowledge generation & sharing What’s your training budget?

Needs Analysis 3 Levels of Needs Analysis (more): Organizational analysis (more) Use benchmarks of organizational health & success to identify training needs General examples: Headcount Productivity Costs Quality Specific examples for an airline: On-time rates Lost baggage rates Employee injury rates

Needs Analysis 3 Levels of Needs Analysis (more): Job and task analysis: What are the training needs of each job in the organization? Examine the job descriptions: What tasks & duties are performed by each job? For each task: Do new hires already know how to perform the task or will they have to be trained? (Helps to identify training needs) What are the consequences of performing the task incorrectly? (Helps to set training priorities) Can the task be learned on the job, or should it be taught off the job? (Helps to identify training methods)

Needs Analysis 3 Levels of Needs Analysis (more): Individual analysis: What are the training needs of each individual employee in the organization? Examine each employee’s performance appraisal Do certain employees, or groups of employees, have job performance that might be improved by training that is cost-effective?

Training Methods Classroom Video Computer Assisted Instruction Simulation On-the-Job

1. Classroom Instruction PROS CONS Efficient dissemination of large volume of information. Effective in explaining concepts, theories, and principles. Provides opportunity for discussion. Learner does not control pace or content Does not consider individual differences. Limited practice. Limited feedback. Limited transfer to job.

2. Video and Film PROS CONS Provides realism. Adds interest. Allows scheduling flexibility. Allows exposure to hazardous events. Allows distribution to multiple sites. Does not consider individual differences. Limited practice. Limited feedback. Adds additional cost. due to: * Script writers * Production specialists * Camera crews

3. Computer Assisted Instruction PROS CONS Efficient instruction. Considers individual differences. Allows scheduling flexibility. Allows active practice for some tasks. Allows learner control. Provides immediate feedback to tasks. Limited in presenting theories and principles. Limited discussion. Transfer depends on particular job. (Good for computer work.) High development cost (40-60 hours per hour of instruction at approx Rs. 10,000 per hour.)

5. Simulation PROS CONS Provides realism. Allows active practice. Provides immediate feedback. Allows exposure to hazardous events. High transfer to job. No job interference. Lowers trainee stress. Cannot cover all job aspects. Limited number of trainees. Can be very expensive (for example, “aircraft simulators” and “virtual reality” simulators).

6. On-The-Job Training Provides realism. Allows active practice. PROS CONS Provides realism. Allows active practice. Provides immediate feedback. High motivation. High transfer to job. Lowers training cost. Disruptions to operations. May damage equipment. Inconsistent across departments. Inadequate focus on underlying principles. Lack of systematic feedback. Transfer of improper procedures. Trainee stress.

Computer-based Training (CBT) Advantages Reduced learning time Cost-effectiveness Instructional consistency Types of CBT Intelligent Tutoring systems Interactive multimedia training Virtual reality training

Distance and Internet-Based Training Teletraining A trainer in a central location teaches groups of employees at remote locations via TV hookups. Videoconferencing Interactively training employees who are geographically separated from each other—or from the trainer—via a combination of audio and visual equipment. Training via the Internet Using the Internet or proprietary internal intranets to facilitate computer-based training.

Evaluating the Training Effort Designing the study Time series design Controlled experimentation Training effects to measure Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results that were achieved as a result of the training

Time Series Training Evaluation Design Figure 8–5

A Sample Training Evaluation Form

Training Evaluation

Training Evaluation 4 Levels of Evaluation (Kirkpatrick, 1983) Level 1: Reaction: measure the satisfaction of the trainees with the training program Satisfaction questionnaire Level 2: Learning: measure how much the trainees have learned Written tests Performance tests Simulation tests

Training Evaluation 4 Levels of Evaluation (more) Level 3: Behavior: measure the trainees’ job performance back on their jobs Performance appraisals Level 4: Results: measure the impact on the organization Profits Costs Productivity Quality Injury rates, etc.

Developmental Programs A process designed to develop skills necessary for future work activities.

Difference between Training and Developmental Programs Training is for the current improvement in the job while developmental program is for improving the skill which will be used in the future. Both managers and non-managers receive help from training and developmental program but mostly non-managers are concerned with training while the managers are concerned with developmental programs.

Why Training and Developmental Program? To improve three types of skills Technical skills Interpersonal skills Problem solving skills

Types Of Skills Technical Skills: “The skills of improving basic skills like the ability to read , write and doing math computations as well as job specific competences”.

Types Of Skills (continued) Interpersonal skills: “This type of training includes learning how to be better listener, how to communicate ideas more clearly and how to reduce conflicts”.

Types Of Skills (continued) Problem solving skills: “These skills include participating in activities to sharpen logic , reasoning and skills at defining problems, being creative in developing alternatives, analyzing alternatives and selecting solutions”.