1. Training and development

2. Tania is tasked to redesign the firm’s training function ,to upgrade the technical skills among the operators and other technical staff and management skills among the manager. She has come to you for advice on how to design a comprehensive set of training programs that add value to the firm’s bottom line

3. Learning Objectives
Summarize the purpose and process of employee orientation.
List and briefly explain each of the five steps in the training process.
Describe and illustrate how you would identify training requirements.
4. How to use training techniques.
List and briefly discuss four management development programs
At the conclusion of this chapter, you will be able to:
Summarize the purpose and process of employee orientation
List and briefly explain each of the fivesteps in the training process
Describe and illustrate how you would identify training requirements
Explain how to distinguish between problems you can fix with training and those you can’t
Discuss how you would motivate trainees

4. Purpose of Orientation
Human Resources Management 12e Gary Dessler
Purpose of Orientation
Feel welcome and at ease
Begin the socialization process
Understand the organization
Know what is expected in work and behavior
Orientation Helps New Employees
Employee orientation (often called “onboarding” today) provides new employees with the information they need to function; ideally, though, it should also help new employees start getting emotionally attached to the firm.
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5. The Orientation Process
Human Resources Management 12e Gary Dessler
The Orientation Process
Company organization and operations
Safety measures and regulations
Facilities tour
Employee Orientation
Employee benefit information
Personnel policies
Daily routine
An orientation typically includes information on employee benefits, personnel policies, the daily routine, company organization and operations, safety measures and regulations, and a facilities tour.
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6. e.g. New Employee Orientation
Time
Topic
Method
Activity
9:00-9:30 AM
Welcome Speech by GM
Speech
Talk & hand shake
9:30-10:00 AM
Intro to Company Background
Slide Presentation
Slide Show & Video Tape
3:00-4:00 PM
Fire Safety Talk
Security Manager
Fire Drill & Equipment

7. Training and development
Human Resources Management 12e Gary Dessler
Training and development
Training
Is the process of teaching new or current employees the skills they need to perform their jobs
Development
Involves learning that goes beyond today’s job
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.
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8. The ADDIE Five-Step Training Process
Analyze
Design
Develop
Implement
Evaluate
The tried-and-proven ADDIE five-step training program includes:
Analyzing the training need.
Designing the overall training program.
Developing the course.
Implementing training by actually training the targeted employee group.
Evaluating the effectiveness of the course.

9. (I) Analyzing Training Needs
Human Resources Management 12e Gary Dessler
(I) 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).
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10. 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

11. Exercise 1
Imagine you are the manager of a factory with 500 workers making ice cream for export to Europe.
What information and evidence do you need before you can say the employees need training?
Try to list 5 ideas.

12. Response to exercise 1 Accidents report Sick leave report
Employee compensation statistics
Product quality control report
Wastage report
Efficiency report
Machinery out-of-order report
Staff discipline report
Staff enquiries & complaints
Guests complaints
Refusal of orders made
Quality of product report
Market needs & trends
Demographic data & background of employees

13. Human Resources Management 12e Gary Dessler
FIGURE 8–2 Example of Competency Model for Human Resource Manager
The competency model consolidates, usually in one diagram, a precise overview of the competencies (knowledge, skills, and behaviors) someone would need to do a job well. As an example, Figure 8-2 shows an illustrative competency model for a human resource manager.
In this case, the model shows three things: At the top of the pyramid, it shows four roles we would expect the human resource manager to fill—line, staff, coordinative, and strategic. Beneath that, it shows the areas of expertise in which he or she must be expert to fill these roles, such as an expertise in HR practices and strategic planning. Next step down are basic competencies one would need to exhibit the required expertise and to fill the HR manager’s roles.
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14. Performance Analysis: Assessing Current Employees’ Training Needs
Human Resources Management 12e Gary Dessler
Performance Analysis: Assessing Current Employees’ Training Needs
Performance Appraisals
Job-Related Performance Data
Observations
Interviews
Assessment Center Results
Individual Diaries
Attitude Surveys
Tests
Methods for Identifying Training Needs
Specialized Software
Can’t-do or Won’t-do?
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 (motivation).
The heart of performance analysis is determining why performance is down. It is futile to train an employee whose work actually is deficient because of insufficient motivation. Distinguishing between can’t-do and won’t-do problems is therefore crucial.
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15. II Designing the training program
Compile and produce training content including workbook, exercise and activities
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16. III Develop the course
Propose technique such as on the job training and computer assisted learning
Desired end results
Clear and concise objectives must be formulated
Valid the training program by presenting it to small representative audience
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17. Example :Preparing Training Plan
Consider whether to design a long (5-10 years), medium (3-5 years) or short (1 year) term plan.
Ask your self “What are we going to achieve in the time period?”
Use a holistic approach by using a calendar for inputting your training activities.

18. Training Calendar Example
Training Area Month in the year 1 2 3 4 5 6
7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner …

19. (IV) Implementing training program : Training Methods
Human Resources Management 12e Gary Dessler
(IV) Implementing training program : Training Methods
On-the-Job Training
Apprenticeship Training
Job Instruction Training
Lectures
Programmed Learning
Audiovisual
Vestibule Training
Computer & Internet based training
Teletraining and Videoconferencing
Computer-Based Training (CBT)
Simulated Learning
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.
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20. (a)The OJT Training Method
Human Resources Management 12e Gary Dessler
(a)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 or understudy
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.
Step ojt- prepare the learner, present the operation, do the tryout, follow out.
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21. (b) Apprenticeship training
is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training.
(c) Job instruction training (JIT)
Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns step-by-step. This step-by-step training is called job instruction training (JIT).

22. Human Resources Management 12e Gary Dessler
FIGURE 8–4 Job Instruction Training at UPS
Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns step-by-step. This step-by-step training is called job instruction training (JIT). Figure 8-4 shows the step-by-step graphical instructions UPS uses to train new drivers in how to park their trucks and disembark.
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23. Human Resources Management 12e Gary Dessler
(d) Lectures
Lecturing is a quick and simple way to present knowledge to large groups of trainees, eg when the sales force needs to learn a new product’s features.
(e) Programmed learning (or programmed instruction)
is a step-by-step, self-learning method that consists of three parts –
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.
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24. 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. Either PC, text book or internet
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25. Human Resources Management 12e Gary Dessler
(f) Audio visual
Use DVD, film and audiotapes
(g) Vestibule training
Trainees learn on the actual or simulated equipment they will use on the job, but are trained off the job (separate room or vestibule)
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.
8–25
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8–25

26. Computer & Internet-Based Training
Human Resources Management 12e Gary Dessler
Computer & 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.
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27. Management Development Techniques
Managerial On-the-Job Training
Off-the-Job management Training

28. Management Development Techniques
Managerial On-the-Job Training
Job rotation
Coaching and understudy
Action learning

29. Off-the-Job Management Training & development technique
The case study method
Management game
Outside seminar
University related program
Role play
Corporate university
Executive coaches

30. (v) Evaluating the Training
Human Resources Management 12e Gary Dessler
(v) Evaluating the Training
Designing the Evaluation Study
Time series design
Controlled experimentation
Choosing Which Training Effects to Measure
Reaction of trainees to the program
Learning that actually took place
Behavior that changed on the job
Results achieved as a result of the training
There are two basic issues to address when evaluating training programs. The first is the design of the evaluation study and, in particular, whether to use controlled experimentation. The second issue is of “What should we measure?” and involves choosing which training outcomes to assess.
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31. Evaluating the Training
Level 1 The trainee reactions
Level 2 The change in trainee learning
Level 3 Behaviour change on the job
Level 4 The results to the organisation