1. Training and Developing Employees
Part 3 | Training and Development
Chapter 8
Training and Developing Employees
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2. After studying this chapter, you should be able to:
Describe the basic training process.
Describe and illustrate how you would go about identifying training requirements.
Explain how to distinguish between problems you can fix with training and those you can’t.
Explain how to use five training techniques.
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3. 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
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4. The Orientation Process
Company Organization and Operations
Safety Measures and Regulations
Facilities Tour
Employee Orientation
Employee Benefit Information
Personnel Policies
Daily Routine
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5. Analyzing Training Needs
Task Analysis: Assessing New Employees’ Training Needs
Performance Analysis: Assessing Current Employees’ Training Needs
Training Needs Analysis
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6. 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
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7. Programmed Learning Advantages Reduced training time
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
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8. Distance and Internet-Based Training
Teletraining
Videoconferencing
Internet-Based Training
E-Learning and Learning Portals
Distance Learning Methods
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9. Literacy Training Techniques
Testing job candidates for basic skills
Instituting basic skills and literacy programs
Employer Responses to Functional Illiteracy
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10. Management Development
Assessing the company’s strategic needs
Developing the managers and future managers
Long-Term Focus of Management Development
Appraising managers’ current performance
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11. Management Development (cont’d)
Job Rotation
Action Learning
Managerial On-the-Job Training
Coaching/ Understudy Approach
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12. Managing Organizational Change and Development
Strategy
Technologies
Culture
What to Change
Structure
Employees
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13. Managing Organizational Change and Development (cont’d)
Overcoming resistance to change
Effectively using organizational development practices
The Human Resource Manager’s Role
Organizing and leading organizational change
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14. K E Y T E R M S employee orientation training performance management
negligent training
task analysis
performance analysis
on-the-job training
apprenticeship training
job instruction training (JIT)
programmed learning
simulated training
electronic performance support systems (EPSS)
job aid
management development
succession planning
job rotation
action learning
case study method
management game
role playing
outsourced learning
behavior modeling
in-house development center
organizational development
controlled experimentation
© 2008 Prentice Hall, Inc. All rights reserved.