1. 1 Training and Developing Employees

2. 2 The Training Process Training refers to the methods used to give new or present employees the skills they need to perform their jobs.

3. 3 The Five Steps in the Training and Development Process 1. Needs Analysis 2. Instructional Design 3. Validation 4. Implementation 5. Evaluation and Follow-Up

4. 4 Training Techniques  On-the-Job Training  Apprenticeship Training  Informal Learning  Job Instruction Training  Lectures  Programmed Learning  Audiovisual Techniques  Vestibule or Simulated Training  Computer-Based Training  Training Via CD-ROM and the Internet

5. 5 Managerial On-the-Job Training Techniques Job RotationCoaching/Understudy ApproachAction LearningThe Case Study Method

6. 6 Managerial Off-the Job Training and Development Techniques Management Games Outside Seminars University-Related Programs Role PlayingBehavior Modeling In-House Development Centers

7. 7 The Behavior Modeling Procedure 1. Modeling 2. Role playing 3. Social reinforcement 4. Transfer of training

8. 8 Training Effects to Measure Four basic categories of training outcomes can be measured: Reaction Learning BehaviorResults

9. 9 The Nature of Training and Development Employee training Employee training is a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors. is a planned attempt by an organization to facilitate employee learning of job-related knowledge, skills, and behaviors. is intended to help the organization function more efficiently. is intended to help the organization function more efficiently. is aimed at improving employee productivity. is aimed at improving employee productivity. is used to accommodate changes in the workplace. is used to accommodate changes in the workplace. Development Development refers to teaching managers and professionals the skills needed for both present and future jobs. refers to teaching managers and professionals the skills needed for both present and future jobs. helps managers better understand and solve problems, make decisions, motivate employees, and capitalize on opportunities. helps managers better understand and solve problems, make decisions, motivate employees, and capitalize on opportunities. New Stuff

10. 10 Learning Theory and Employee Training Learning is a relatively permanent change in behavior or behavioral potential that results from direct or indirect experience. A learning organization is one whose employees continuously attempt to learn new things and to use what they learn to improve product or service quality. The bottom line All managers should understand the basic purposes and processes of both training and development. Moreover, managers should also recognize the role of learning theory in training and development and be familiar with how the aspects of learning relate to training and development.

11. 11 Learning and Employee Training and Development Motivation to learn Learning reinforced by the organization Practice and activity Behaviors seen as meaningful Content effectively communicated Content transferable to job setting Training and development Meaningful learning

12. 12 Goals of Orientation Provide favorable initial job experiences for new employees Reduce anxiety and uncertainty for new employees Help new employees get acquainted and integrated into their work group Orientation Program

13. 13 Basic Issues in Orientation Issues to consider when planning an orientation The content of the orientation program: basic understandings of organizational policies and proceduresbasic understandings of organizational policies and procedures hours of work, compensation, and vacation scheduleshours of work, compensation, and vacation schedules general overview and introduction to the businessgeneral overview and introduction to the business work rules, disciplinary and grievance procedureswork rules, disciplinary and grievance procedures The length of the orientation period: the more material included, the longer the orientation periodthe more material included, the longer the orientation period whether to use a single orientation period or an initial period with a follow-up session at a later datewhether to use a single orientation period or an initial period with a follow-up session at a later date The choice of who will conduct the orientation: HR managers, operating mangers, and operating employeesHR managers, operating mangers, and operating employees union officials and retired employeesunion officials and retired employees

14. 14 Sample New Employee Orientation Schedule

15. 15 Assessing Training and Development Needs Needs analysis Organization’s job-related needsOrganization’s job-related needs Capabilities of the existing workforceCapabilities of the existing workforce Setting training and development goals Determining approach In-house programsIn-house programs Outsourced programsOutsourced programs

16. 16 Developing a Training Program Outline Training Program Outline Objectives of Training Intended Audience Proposed Content of Training Time Estimates for Training Training Cost Estimates In-House or Outsource

17. 17 Selecting Training and Development Instructors In-house experts don’t always make good instructors Professional trainers may lack expertise Effective instructors facilitate learning Ineffective instructors create learning barriers

18. 18 Gagne’s Learning Categories 1.Intellectual skills include concepts, rules, and procedures and are often referred to as procedural knowledge. 2.Verbal information enables the individual to state something about a subject and is also referred to as declarative information. 3.Cognitive strategies enable a learner to know when and how to use intellectual skills and verbal information. 4.Motor skills include basic human physical activities such as writing, lifting, and using tools. 5.Attitudes are learned preferences for different activities. Source: Robert M. Gagne, “Learning Outcomes and Their Effects: Useful Categories of Human Performance,” American Psychologist, Vol. 39, 1984, pp. 377-385.

19. 19 Training and Development Techniques and Methods Work-Based Programs On-the-job training Apprenticeship Vestibule training Systematic job rotations and transfers Instructional-Based Programs Lecture or discussion approach Computer-assisted instruction Programmed instruction

20. 20 Training Technology New technologies Video teleconferencing Interactive video Team-building and Group-based Methods Outdoor training exercises Cooking classes

21. 21 Special Techniques for Management Development In basket exercise Individuals are confronted with a hypothetical in basket of letters, memos, reports, and notes. Feedback is given on how to improve trainee’s time management and prioritization skills Leaderless group exercise Trainees are put in a group setting and told to make a decision or to solve a problem. The group must appoint a leader who then takes action to help the group accomplish its goal.

22. 22 Organization Development (OD) Organization development is the planned systemwide effort that is managed from the top of the organization to increase the organization’s overall performance through interventions that rely heavily on behavioral science technology. OD assumes that employees desire to grow and to develop, and have a strong need to be accepted by others in the organization. OD is used to foster collaboration between managers and employees to take advantage of the skills and abilities of employees and to eliminate aspects of the organization that limit employee growth, development, and group acceptance.

23. 23 Organization Development (OD) Techniques Diagnostic activities Survey feedback Third-party peacemaking Process consultation

24. 24 Evaluating Training and Development Measurements of change in organizational performance Pre-test and post-test of trainee performance Trainee evaluations of training/development program Sources of evaluation information