1. Chapter 8 Training and Developing Employees

2. 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

3. The Orientation Process
Company Organization and Operations
Safety Measures and Regulations
Facilities Tour
Employee Orientation
Employee Benefit Information
Personnel Policies
Daily Routine

4. The Training Process Training Training’s Strategic Context
The process of teaching new employees the basic skills they need to perform their jobs.
Training’s Strategic Context
The firm’s training programs must make sense in terms of the company’s strategic goals.
Performance Management
Taking an integrated, goal-oriented approach to assigning, training, assessing, and rewarding employees’ performance.

5. The Training Process (cont’d)
The Five-Step Training and Development Process 1 3 2
Needs analysis 4
Instructional design 5
Validation
Implement the program
Evaluation

6. 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.

7. 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,” preparatory information that lets trainees know what might happen back on the job.

8. Motivation Principles for Trainers
People learn best by doing—provide as much realistic practice as possible.
Trainees learn best when the trainers immediately reinforce correct responses.
Trainees learn best at their own pace.
Create a perceived training need in the trainees’ minds.
The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.

9. Analyzing Training Needs
Task Analysis: Assessing New Employees’ Training Needs
Performance Analysis: Assessing Current Employees’ Training Needs
Training Needs Analysis

10. 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

11. Training Methods On-the-Job Training Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual Training
Simulated Training
Computer-Based Training (CBT)
Electronic Performance Support Systems (EPSS)
Distance and Internet-Based Training

12. Training Methods (cont’d)
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

13. 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

14. Computer-Based Training (CBT)
Advantages
Reduced learning time
Cost-effectiveness
Instructional consistency
Types of CBT
Interactive multimedia training
Virtual reality training

15. Distance and Internet-Based Training
Teletraining
Videoconferencing
Internet-Based Training
E-Learning and Learning Portals
Distance Learning Methods

16. Management Development
Assessing the company’s strategic needs
Developing the managers and future managers
Long-Term Focus of Management Development
Appraising managers’ current performance

17. Steps in the Succession Planning Process1 2
Anticipate management needs 3
Review firm’s management skills inventory 4
Create replacement charts
Begin management development

18. Management Development (cont’d)
Job Rotation
Action Learning
Managerial On-the-Job Training
Coaching/ Understudy Approach

19. Management Development (cont’d)
Off-the-Job Management Training and Development Techniques
The Case Study Method
Role Playing
Management Games
Behavior Modeling
Outside Seminars
Corporate Universities
University-Related Programs
Executive Coaches

20. Managing Organizational Change and Development
Strategy
Technologies
Culture
What to Change
Structure
Employees

21. 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

22. How to Lead the Change: Lewin’s Process
Unfreezing Phase
Establish a sense of urgency (need for change).
Mobilize commitment to solving problems.
Moving Phase
Create a guiding coalition.
Develop and communicate a shared vision.
Help employees to make the change.
Consolidate gains and produce more change.
Refreezing Phase
Reinforce new ways of doing things.
Monitor and assess progress.

23. Using Organizational Development
Organizational Development (OD) 1 2
Usually involves action research. 3
Applies behavioral science knowledge.
Changes the organization in a particular direction.

24. TABLE 8–3 Examples of OD Interventions
Using Organizational Development
TABLE 8–3 Examples of OD Interventions
Human Process Applications
T-groups (Sensitivity Training)
Process consultation
Third-party intervention
Team building
Organizational confrontation meeting
Survey research
Technostructural Interventions
Formal structural change
Differentiation and integration
Cooperative union–management projects
Quality circles
Total quality management
Work design
HRM Applications
Goal setting
Performance appraisal
Reward systems
Career planning and development
Managing workforce diversity
Employee wellness
Strategic OD Applications
Integrated strategic management
Culture change
Strategic change
Self-designing organizations

25. Evaluating the Training Effort
Designing the Study
Time series design
Controlled experimentation
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

26. © 2008 Prentice Hall, Inc. All rights reserved.
FIGURE 8–5 Using a Time Series Graph to Assess a Training Program’s Effects
© 2008 Prentice Hall, Inc. All rights reserved.