1. Training the Workforce

2. In This Section…
Recognize the difference between training and development
Understand the Training Process
Determine when employees need training and the best type of training given a company’s circumstances
Recognize the characteristics that make training programs successful
Understand how to socialize new employees effectively

3. Key Training Issues
How can training keep pace with a changing organizational environment?
Should training take place in a classroom setting or on the job?
How can training be effectively delivered worldwide?
How can training be delivered so that trainees are motivated to learn

4. Training vs. Development
The process of providing employees with specific skills or helping them correct deficiencies in their performance.
Current Job
Individual Employees
Immediate
Fix current skill deficit
May be seen as negative
Development
An effort to provide employees with the abilities the organization will need in the future
Current and future job
Work group and organization
Long term
Prepare for future work demands

5. Challenges in Training
Is training the solution to the problem?
Are the goals of training clear and realistic?
Is training a good investment?
Will the training work?

6. Managing the Training Process

7. Managing the Training Process (Cont.)
Phase 1 - Needs Assessment
Identifying the problems or needs that training must address and provide the information required to design the training program
Levels of needs assessment:
Organizational
Task
Person

8. Managing the Training Process (Cont.)
Four Steps to Conducting a Needs Assessment:
Step 1. Perform a "Gap" Analysis.
Current situation vs. Desired or necessary situation
The difference the "gap" between the current and the necessary will identify our needs, purposes, and objectives
Problems or deficits
Impending change
Opportunities
Strengths
New directions
Mandated training

9. Managing the Training Process (Cont.)
Four Steps to Conducting a Needs Assessment:
Step 2. Identify Priorities and Importance
Examine each in view of their importance to your organizational goals, realities, and constraints
Cost-effectiveness
Legal mandates
Executive pressure
Population
Customers

10. Managing the Training Process (Cont.)
Four Steps to Conducting a Needs Assessment:
Step 3. Identify Causes Of Performance Problems and/or Opportunities.
Are our people doing their jobs effectively?
Do they know how to do their jobs?

11. Managing the Training Process (Cont.)
Four Steps to Conducting a Needs Assessment:
Step 4. Identify Possible Solutions and Growth Opportunities
Training may be the solution, IF there is a knowledge problem
Organization Development Activities may provide solutions when the problem is not based on a lack of knowledge and is associated with systematic change
strategic planning
organization restructuring
performance management
effective team building

12. Managing the Training Process (Cont.)
Phase 2 – Development and Conduct of Training Phase
The training program that results from the needs assessment should be a direct response to an organizational problem or need
Approaches vary by:
Location
Presentation
Type

13. Managing the Training Process (Cont.)
Phase 2 – Development and Conduct of Training Phase
Location Options – On the Job (OJT)
Job rotation
Apprenticeships
Internships
Advantages
Relevant to job
Can be inexpensive to implement
Immediate feedback
Disadvantages
Can be costly in customer satisfaction
Wide variation in quality and content of teaching

14. Managing the Training Process (Cont.)
Phase 2 – Development and Conduct of Training Phase
Location Options – Off- the-Job Training
Advantages
Gives employees uninterrupted time
More conducive to learning/less distractions
Disadvantages
Learning may not transfer back to job
Employees may view training as an opportunity to enjoy time away from work

15. Managing the Training Process (Cont.)
Phase 2 – Development and Conduct of Training Phase
Presentation Options
Slides and Videotapes
Teletraining
Computers
Simulations
Replicate job demands at off-site facility
Virtual Reality (VR)
The use of a number of technologies to replicate the entire real-life working environment in real time
Classroom Instruction and Role-plays

16. Managing the Training Process (Cont.)
Phase 2 – Development and Conduct of Training Phase
Types of Training
Skills Training
job aids
External sources of information that provide job related information
Retraining
Cross-functional Training
Team Training

17. Managing the Training Process (Cont.)
Phase 2 – The Training and Conduct Phase
Types of Training – (Cont.)
Creativity Training – brainstorming
Literacy Training
Diversity Training
Crisis Training
Customer Service Training
Ethics Training

18. Managing the Training Process (Cont.)
Phase 3 – The Evaluation Phase
Monetary Assessment
ROI (return on investment) of training
ROI = (Training Benefits – Training Costs)/(Training Costs) x 100 = (Net Training Benefits)/(Training Costs) x 100

19. Managing the Training Process (Cont.)
Phase 3 – The Evaluation Phase (Non-Monetary)
Level 1: Reaction
Were the participants pleased?
What do they plan to do with what they learned?
Level 2: Learning
What skills, knowledge, or attitudes have changed?
By how much?
Level 3: Behavior
Did the participants change their behavior based on what was learned in the program?
Level 4: Results
Did the change in behavior positively affect the organization?

20. Managing the Training Process (Cont.)
Phase 3 – The Evaluation Phase
Legal Issues in Training
The major requirement here is that employees must have access to training and development programs in a nondiscriminatory fashion

21. Employee Orientation and Socialization
Process of informing new employees about what is expected of them in the job and helping them cope with the stresses of transition
Orientation content
Information on employee benefits
Personnel policies
The daily routine
Company organization and operations
Safety measures and regulations
Facilities tour

22. Employee Orientation and Socialization
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.
Provide a Realistic Job Preview (RJP)
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.