1. 1

2. 2 7 7 Training and Developing Employees

3. 3 Behavioral Objectives s Describe the basic training process. s Explain the nature of at least five training techniques. s Discuss what management development is and why it’s important. s Describe the five on-and-off-the-job development techniques. s Explain why training evaluation is important and how it is best accomplished. When you finish studying this chapter, you should be able to:

4. 4 The Training Process Training refers to the methods used to give new or present employees the skills they need to perform their jobs.

5. 5 Who Needs What Training When and Where?

6. 6 Training Definition Provide a Trainee or Participant with Skills needed to qualify for a Task, up-graded, or refresh.

7. 7 The Five Steps in the Training and Development Process 1. Needs Analysis 2. Instructional Design 3. Validation 4. Implementation 5. Evaluation and Follow-Up

8. 8 1. Needs Analysis  Identify specific job performance skills.  Analysis the audience to ensure specific level.  Use research to develop specific measurable knowledge.

9. 9 Needs Analysis Training Needs Analysis New Employee Current Employee Task Analysis (Job Descriptions/Specifications) Task Analysis (Job Descriptions/Specifications) Performance Analysis

10. 10 2. Instructional Design  Method, Media.  Make sure all materials are clearly.  Carefully and professionally handle program elements.

11. 11 3. Validation Introduce & validate the training before a representative audience. (Base final revisions on pilot results to ensure program effectiveness)

12. 12 4. Implementation  When applicable, boost success with a train-the trainer workshop that focuses on presentation knowledge and skills in addition to training content.

13. 13 5. Evaluation and Follow-Up Assess program success according to:  Reaction.  Learning.  Behavior.  Results.

14. 14 Managerial Off-the Job Training and Development Techniques Management Games Outside Seminars University-Related Programs Role Playing Behavior Modeling In-House Development Centers

15. 15 The Behavior Modeling Procedure 1. Modeling 2. Role playing 3. Social reinforcement 4. Transfer of training

16. 16 Training Effects to Measure Four basic categories of training outcomes can be measured: Reaction Learning BehaviorResults

17. 17 Managerial On-the-Job Training Techniques Job RotationCoaching/Understudy ApproachAction LearningThe Case Study Method

18. 18 Action Learning A training technique by which management trainees allowed to work full time analyzing and solving programs in other department

19. 19 Employee Orientation Employee Orientation: A procedure for providing new employees with basic background information about the firm. Ex: Working hours, Performance review, vacations, a tour of facilities, employee benefits

20. 20 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

21. 21 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

22. 22 Developing a Training Program Outline Training Program Outline Objective s of Training Intended Audience Proposed Content of Training Time Estimates for Training Training Cost Estimates In-House or Outsourc e

23. 23 What is Training? What is the purpose of training? What affects work performance? How can training be used to improve work performance? ?

24. 24 How to evaluate Training effective? What is : training / Re-training / Qualification / Re- Qualification / Certification ? When we need them? ?