1. HUMAN RESOURCE MANAGEMENT Human Resources Management 12e Gary Dessler
Global Edition 12e
Human Resources Management 12e Gary Dessler
Chapter 8
Training and Developing Employees
Part 3 Training and Development
Copyright © 2011 Pearson Education
GARY DESSLER
PowerPoint Presentation by Charlie Cook The University of West Alabama
Copyright © 2011 Pearson Education
1–1

2. Human Resources Management 12e Gary Dessler
The Training Process
Training
Is the process of teaching new employees the basic skills they need to perform their jobs
Is a hallmark of good management
Reduces an employer’s exposure to negligent training liability
Training’s Strategic Context
The aims of firm’s training programs must make sense in terms of the company’s strategic goals.
Training fosters employee learning, which results in enhanced organizational performance.
Training means giving new or current employees the skills they need to perform their jobs. Training is a hallmark of good management. Employers today must make sure that their training programs are supporting their firms’ strategic goals.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

3. Steps in the Training Process
Human Resources Management 12e Gary Dessler
Steps in the Training Process
The Five-Step Training Process 1 3 2
Analyze the training need. 4
Design the overall training program
Develop the course(creating the training materials)
Training programs consist of four steps.
In the needs analysis step, identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills.
In the instructional design step, formulate specific, measurable knowledge and performance training objectives, review possible training program content (including workbooks, exercises, and activities), and estimate a budget for the training program.
Implement the program, by actually training the targeted employee group using methods such as on-the-job or online training.
In the evaluation step, assess the program’s success (or failures).
Implement training 5.Evaluation
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

4. Training, Learning, and Motivation
Human Resources Management 12e Gary Dessler
Training, Learning, and Motivation
Make the Learning Meaningful
At the start of training, provide a bird’s-eye view of the material to be presented to facilitate learning.
Use a variety of familiar examples.
Organize the information so you can present it logically, and in meaningful units.
Use terms and concepts that are already familiar to trainees.
Use as many visual aids as possible.
Create a perceived training need in trainees’ minds.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

5. Training, Learning, and Motivation (cont’d)
Human Resources Management 12e Gary Dessler
Training, Learning, and Motivation (cont’d)
Make Skills Transfer Easy
Maximize the similarity between the training situation and the work situation.
Provide adequate practice.
Label or identify each feature of the machine and/or step in the process.
Direct the trainees’ attention to important aspects of the job.
Provide “heads-up, ” information that lets trainees know what might happen back on the job.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

6. Training, Learning, and Motivation (cont’d)
Human Resources Management 12e Gary Dessler
Training, Learning, and Motivation (cont’d)
Reinforce the Learning
Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done.”
The schedule is important. The learning curve goes down late in the day, so that “full day training is not as effective as half the day or three-fourths of the day.”
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

7. Analyzing Training Needs
Human Resources Management 12e Gary Dessler
Analyzing Training Needs
Task Analysis: Assessing new employees’ training needs
Performance Analysis: Assessing current employees’ training needs
Training Needs Analysis
Task analysis is a detailed study of the job to determine what specific skills the job requires. 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 some other means (like transferring the employee).
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

8. Human Resources Management 12e Gary Dessler
Training Methods
On-the-Job Training
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual-Based Training
Vestibule Training
Teletraining and Videoconferencing
Electronic Performance Support Systems (EPSS)
Computer-Based Training (CBT)
Simulated Learning
Internet-Based Training
Learning Portals
With the program designed and budgeted and objectives set, you can turn to implementing the training program. This means actually doing the training, choosing and using one or more of the simpler, low-tech methods and, then perhaps, proceeding on to computer-based ones.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

9. The OJT Training Method
Human Resources Management 12e Gary Dessler
The OJT Training Method
On-the-Job Training (OJT)
Having a person learn a job by actually doing the job.
Types of On-the-Job Training
Coaching
Job rotation
Special assignments
Advantages
Inexpensive
Learn by doing
Immediate feedback
On-the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to CEO, gets on-the-job training when he or she joins a firm. In many firms, OJT is the only training available.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

10. Human Resources Management 12e Gary Dessler
On-the-Job Training
Steps to Help Ensure OJT Success 1 2
Prepare the learner 3
Present the operation 4
Do a tryout
Don’t take the success of an on-the-job training effort for granted. Train the trainers themselves (often the employees’ supervisors), and provide the training materials. Trainers should know, for instance, the principles of motivating learners.
Because low expectations on the trainer’s part may translate into poor trainee performance, supervisors/trainers should emphasize the high expectations they have for their trainees’ success.
Follow up
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11. Delivering Effective Lectures
Human Resources Management 12e Gary Dessler
Delivering Effective Lectures
Don’t start out on the wrong foot.
Give your listeners signals.
Be alert to your audience.
Maintain eye contact with audience.
Make sure everyone in the room can hear.
Control your hands.
Talk from notes rather than from a script.
Break a long talk into a series of five-minute talks.
Practice and rehearse your presentation.
Lecturing is a quick and simple way to present knowledge to large groups of trainees, as when the sales force needs to learn a new product’s features. Here are some guidelines for presenting a lecture.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

12. Human Resources Management 12e Gary Dessler
Programmed Learning
Presenting questions, facts, or problems to the learner
Allowing the person to respond
Providing feedback on the accuracy of answers
Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner
Programmed learning (or programmed instruction) is a step-by-step, self-learning method that consists of three parts.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

13. Internet-Based Training
Human Resources Management 12e Gary Dessler
Internet-Based Training
Teletraining and Videoconferencing
Electronic Performance Support Systems (EPSS)
Computer-Based Training
E-learning and learning portals
Distance Learning Methods
Learning management systems (LMS) play an important role in Internet training. They are special software packages that support Internet training by helping employers identify training needs, and in scheduling, delivering, assessing, and managing the online training itself.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

14. Lifelong Learning and Literacy Training Techniques
Human Resources Management 12e Gary Dessler
Lifelong Learning and Literacy Training Techniques
Provide employees with lifelong educational and learning opportunities
Instituting basic skills and literacy programs
Employer Responses to Employee Learning Needs
Lifelong learning means providing employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their horizons.
Many employees have learning disabilities that make it challenging to read, write, or do mathematics. The current emphasis on teamwork and quality requires that employees read, write, and understand numbers. Employers use both public and private sources to provide literacy training for their workers.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

15. Lifelong learning
means providing employees with continuing learning experiences over their contract with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their horizons.
Many employees have learning disabilities that make it challenging to read, write, or do mathematics. The current emphasis on teamwork and quality requires that employees read, write, and understand numbers. Employers use both public and private sources to provide literacy training for their workers.
Copyright © 2011 Pearson Education

16. Creating Your Own Training Program
Human Resources Management 12e Gary Dessler
Creating Your Own Training Program
Creating a Training Program 1 2 3
Set training objectives 4
Use a detailed job description 5
Develop an shortened task analysis record form
Training programs consist of four steps.
In the needs analysis step, identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills.
In the instructional design step, formulate specific, measurable knowledge and performance training objectives, review possible training program content (including workbooks, exercises, and activities), and estimate a budget for the training program.
Implement the program, by actually training the targeted employee group using methods such as on-the-job or online training.
In the evaluation step, assess the program’s success (or failures).
Develop a job instruction sheet
Compile training program for the job
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

17. Implementing Management Development Programs
Human Resources Management 12e Gary Dessler
Implementing Management Development Programs
Assessing the company’s strategic needs
Developing the managers and future managers
Long-Term Focus of Management Development
Appraising managers’ current performance
Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills. The management development process consists of (1) assessing the company’s strategic needs (for instance, to fill future executive openings or to boost competitiveness), (2) appraising managers’ current performance, and then (3) developing the managers (and future managers).
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

18. Management Development Techniques
Human Resources Management 12e Gary Dessler
Management Development Techniques
Managerial on-the-job training methods include job rotation, the coaching, and action learning.
Job rotation
Coaching
Managerial On-the-Job Training
Action learning
Managerial on-the-job training methods include job rotation, the coaching/understudy approach, and action learning.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

19. Human Resources Management 12e Gary Dessler
Behavior Modeling
Behavior modeling involves (1) showing trainees video example the right (or “model”) way of doing something, (2) letting trainees practice that way, and then (3) giving feedback on the trainees’ performance.
Behavior Modeling Training 1
Model the effective behaviors in a problem situation. 2
Role playing. 3
Provide social reinforcement and feedback 4
Behavior modeling involves (1) showing trainees the right (or “model”) way of doing something, (2) letting trainees practice that way, and then (3) giving feedback on the trainees’ performance.
Transfer of training on their jobs.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

20. Managing Organizational Change Programs
Human Resources Management 12e Gary Dessler
Managing Organizational Change Programs
What to Change
Strategy
Culture
Structure
Technologies
Employees
Faced with the need to change, managers can change one or more of five aspects of their companies—their strategy, culture, structure, technologies, or the attitudes and skills of the employees.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

21. Using Organizational Development
Human Resources Management 12e Gary Dessler
Using Organizational Development
Organizational Development (OD) 1 2
Usually involves action research 3
Applies behavioral science knowledge
Changes the organization in a particular direction
Organizational development (OD) is a change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants.
Organizational development (OD) is a change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants.
Copyright © 2011 Pearson Education
Copyright © 2011 Pearson Education

22. A) orientation B) training C) development D) appraisal E) management
) The methods used to give new or present employees the skills they need to perform their jobs are called ________.
A) orientation
B) training
C) development
D) appraisal
E) management
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23. What is the final step in the training process?
A) evaluating the program's successes or failures
B) rewarding employees for program participation
C) designing content for the training program
D) conducting a budget and needs analysis
E) training the targeted group of employees
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24. James, an HR manager, is currently identifying the specific job performance skills required for a telemarketing position at Newman Enterprises. He is also assessing the skills of prospective trainees. James is most likely involved in which of the following aspects of the training process? A) needs analysis B) program evaluation C) program implementation D) instructional design E) budget estimation
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25. ________ is a detailed study of the job to determine what specific skills the job requires. A) Needs analysis B) Task analysis C) Performance analysis D) Training strategy E) Development planning
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26. ) ________ means having a person learn a job by actually doing it
) ________ means having a person learn a job by actually doing it. A) In-house training B) On-the-job training C) Socialization D) Social learning E) Modeling
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27. ) All of the following are types of on-the-job training EXCEPT ________. A) coaching method B) programmed learning C) understudy method D) job rotation E) special assignments
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28. Rebekah was hired soon after graduation and assigned to complete a management trainee program. She will move to various jobs each month for a nine-month period of time. Her employer is utilizing the ________ form of training. A) job rotation B) understudy C) coaching D) special assignments E) informal learning
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