1. 4-8 Copyright © 2015 Pearson Education, Ltd. Training and Developing Employees 8-1

2. 4- Copyright © 2015 Pearson Education, Ltd. Summarize the purpose and process of employee orientation Summarize the purpose and process of employee orientation. 8-2

3. 4- Copyright © 2015 Pearson Education, Ltd. 8-3 Employee orientation (or “onboarding”) provides new employees with the information they need to function (such as computer passwords and company rules). Ideally, though, it should also help new employees start getting emotionally attached to the firm.

4. 4- Copyright © 2015 Pearson Education, Ltd. 8-4 The purposes for an effective orientation program is to: 1.Make the new employee feel welcome and at home and part of the team. 2.Make sure the new employee has the basic information to function effectively, such as e- mail access, personnel policies and the like. 3.Help the new employee understand the organization in a broad sense. 4.Start the process of a person becoming socialized into the firm’s culture, values, and ways of doing things.

5. 4- Copyright © 2015 Pearson Education, Ltd. Orienting and Onboarding New Employees Welcome Basic information Understanding the organization Socialization 8-5

6. 4- Copyright © 2015 Pearson Education, Ltd. The Orientation Process The length of orientation varies, but it usually includes time with HR to review benefits, vacations, and other policies. It also includes time with the supervisor to learn the organization and culture of the department. Carefully crafted employee handbooks are helpful to the employer and employee. Employers use technology to support orientation. Some employers put all or some of their orientation media on the Web. 8-6

7. 4- Copyright © 2015 Pearson Education, Ltd. List and briefly explain each of the steps in the training process List and briefly explain each of the steps in the training process. 8-7

8. 4- Copyright © 2015 Pearson Education, Ltd. Overview of the Training Process Inadequate training can expose the employer to liability for negligent training Training begins after orientation o Ask what competencies employees will need 8-8

9. 4- Copyright © 2015 Pearson Education, Ltd. Overview of the Training Process Training means giving new or current employees the skills that they need to perform their jobs. The task is to identify the employee behaviors the firm will require to execute its strategy, and from that deduce what competencies employees will need. 8-9

10. 4- Copyright © 2015 Pearson Education, Ltd. Training and Performance Ensure that training translates into improved performance Define training purpose to the employee Have company strategies that motivate the training Check with mangers on the training success o Ask “how are we doing.” 8-10

11. 4- Copyright © 2015 Pearson Education, Ltd. IMPROVING PERFORMANCE: HR as a Profit Center Training Program Turning Macy’s Around Changed the 90-minute interactive video to: o Attending 3 ½-hour training to cultivate higher levels of customer service Sales up 3.5% in 2013 8-11

12. 4- Copyright © 2015 Pearson Education, Ltd. The ADDIE Five-Step Training Process Analyze Design Develop Implement Evaluate 8-12

13. 4- Copyright © 2015 Pearson Education, Ltd. 8-13 The tried-and-proven ADDIE five-step training program includes: 1.Analyzing the training need. 2.Designing the overall training program. 3.Developing the course. 4.Implementing training by actually training the targeted employee group. 5.Evaluating the effectiveness of the course.

14. 4- Copyright © 2015 Pearson Education, Ltd. Strategic needs Strategic training needs analysis Conducting the Training Needs Analysis 8-14

15. 4- Copyright © 2015 Pearson Education, Ltd. 8-15 The training needs analysis should address the employer’s strategic/longer term training needs and/or its current training needs. See TABLE 8-1 Sample Task Analysis Record Form. 1.Strategic goals (perhaps to enter new lines of business or go abroad) usually mean the firm will have to fill new jobs. 2.Strategic training needs analysis focuses on identifying the training that employees will need to fill these new future jobs.

16. 4- Copyright © 2015 Pearson Education, Ltd. 8-16 Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies. This can be done by comparing the person’s actual performance to what it should be. Performance Analysis: Current Employees’ Training Needs

17. 4- Copyright © 2015 Pearson Education, Ltd. Performance Analysis: Current Employees’ Training Needs Current training needs analysis Task analysis Talent management Performance analysis Can’t do/won’t do 8-17

18. 4- Copyright © 2015 Pearson Education, Ltd. 8-18 Designing the Training Program Design means planning the overall training program including training objectives, delivery methods, and program evaluation. Sub-steps include setting performance objectives, creating a detailed training outline (all training program steps from start to finish), choosing a program delivery method (such as lectures or Web), and verifying the overall program design with management.

19. 4- Copyright © 2015 Pearson Education, Ltd. Designing the Training Program Setting learning objectives Creating a motivational learning environment 8-19

20. 4- Copyright © 2015 Pearson Education, Ltd. Designing the Training Program Make the Learning Meaningful o Bird’s-eye view o Familiar examples o Organize o Familiar terms o Perceived need 8-20

21. 4- Copyright © 2015 Pearson Education, Ltd. Making Skills Transfer Obvious and Easy Similarity Practice Label Attention “Heads-up” Pace 8-21

22. 4- Copyright © 2015 Pearson Education, Ltd. Reinforce The Learning Strengthen correct responses: perhaps with a quick “well done” or head nod. o Schedule: The learning curve goes down late in the day so plan accordingly. o Follow-up assignments Transfer of training: Ensure transfer of learning to the job Other issues 8-22

23. 4- Copyright © 2015 Pearson Education, Ltd. Developing the Program Assemble training content and materials Training Methods o iPads o Workbooks o Lectures o PowerPoint slides o Web- and computer-based activities course activities o Trainer resources and manuals o Support materials 8-23

24. 4- Copyright © 2015 Pearson Education, Ltd. Explain how to use five training techniques. 8-24

25. 4- Copyright © 2015 Pearson Education, Ltd. Implementing Training Programs On-the-job training o Types of on-the-job training o Job rotation o Special assignments 8-25

26. 4- Copyright © 2015 Pearson Education, Ltd. The OJT Process 1.Prepare the learner by putting the learner at ease and explaining why he or she is being taught. 2.Present the operation. Explain quantity and quality requirements and go through the job at a normal pace. 3.Do a tryout and have the learner go through the job several times at a reduced, then normal, speed. 4.Follow-up and entitle to whom the learner should go for help. Gradually decrease supervision. 8-26

27. 4- Copyright © 2015 Pearson Education, Ltd. Apprenticeship training: a combination of formal learning and long-term on-the-job training Informal learning Other Types of Learning 8-27

28. 4- Copyright © 2015 Pearson Education, Ltd. Other Types of Learning Job instruction training Lectures Programmed learning Behavior modeling Audiovisual-based training Vestibule training 8-28

29. 4- Copyright © 2015 Pearson Education, Ltd. Electronic performance support systems (EPSS) Videoconferencing Computer-based training(CBT) Simulated learning Other Types of Learning 8-29

30. 4- Copyright © 2015 Pearson Education, Ltd. IMPROVING PERFORMANCE IMPROVING PERFORMANCE: HR Practices Around the Globe Diversity ABC Virtual Communications, Inc. (www.abcv.com/) in Des Moines, Iowa, provides customized software o 8-hour orientation overview o “Effective communications” training o Specialized classes for individual needs 8-30

31. 4- Copyright © 2015 Pearson Education, Ltd. Other Types of Learning Lifelong and Literacy Training Techniques Team training Internet-based training Learning Management Systems (LMS) Virtual classrooms Mobile Learning 8-31

32. 4- Copyright © 2015 Pearson Education, Ltd. IMPROVING PERFORMANCE: IMPROVING PERFORMANCE: HR Tools for Line Managers and Entrepreneurs Creating Your Own Training Program 1.Prepackaged training solutions 2.Outsourced learning 3.Create your own 8-32

33. 4- Copyright © 2015 Pearson Education, Ltd. Management Development Methods. 8-33 The management development process consists of: (1)assessing the company’s strategic needs (2) appraising managers’ current performance, and then (3) developing the managers. Using such an approach will help support the firm’s overall strategy.

34. 4- Copyright © 2015 Pearson Education, Ltd. Managerial on-the-job training Coaching/understudy approach Action learning Implementing Management Development Programs 8-34

35. 4- Copyright © 2015 Pearson Education, Ltd. Off-the-Job Management Training and Development Techniques Case studies Computerized management games Outside seminars University programs Role-playing 8-35

36. 4- Copyright © 2015 Pearson Education, Ltd. Behavior modeling Corporate universities Executive coaches SHRM learning system Off-the-Job Management Training and Development Techniques 8-36

37. 4- Copyright © 2015 Pearson Education, Ltd. List and briefly discuss the importance of the steps in leading organizational change. 8-37

38. 4- Copyright © 2015 Pearson Education, Ltd. Managing Organizational Change Programs What to change o Structure o Technology o Other Lewin’s change process o Unfreezing o Moving o Refreezing 8-38

39. 4- Copyright © 2015 Pearson Education, Ltd. Leading Organizational Change Unfreezing stage o Urgency o Commitment Moving stage o Coalition o Vision o Acceptance o Gains Refreezing stage o Reinforcement o Monitor 8-39

40. 4- Copyright © 2015 Pearson Education, Ltd. Using Organizational Development Characteristics Human processes Technostructural HR management Strategic OD Evaluating 8-40

41. 4- Copyright © 2015 Pearson Education, Ltd. Evaluating the Training Effort Designing the study Controlled experimentation Training Effects to Measure o Reactions o Learning o Behavior o Results 8-41