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Training and Developing Employees

The document outlines the processes of employee orientation, training, and development within organizations. It emphasizes the importance of making new employees feel welcome, understanding company culture, and the distinction between training (job-specific skills) and development (personal growth). Additionally, it details methods for analyzing training needs, various training techniques, and evaluating the effectiveness of training programs.

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ashrafulislamp10
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4 views

Training and Developing Employees

The document outlines the processes of employee orientation, training, and development within organizations. It emphasizes the importance of making new employees feel welcome, understanding company culture, and the distinction between training (job-specific skills) and development (personal growth). Additionally, it details methods for analyzing training needs, various training techniques, and evaluating the effectiveness of training programs.

Uploaded by

ashrafulislamp10
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Training and Developing

Employees
Orienting Employees
• Employee orientation
A procedure for providing new employees with basic
background information about the firm.

• Formal or informal, depending on the size of the


organization.

• Orientation may be done by the supervisor, the HRM


staff or some combination.
The Purpose of New-Employee
Orientation (cont’d)

• A successful orientation should accomplish four


things for new employees:

• Make them feel welcome and at ease.


• Help them understand the organization in a broad sense.
• Make clear to them what is expected in terms of work and
behavior.
• Help them begin the process of becoming socialized into
the firm’s ways of acting and doing things.
The Orientation Process
Company
Employee Benefit
Organization and
Information
Operations

Personnel Employee Safety Measures


Policies Orientation and Regulations

Daily Facilities
Routine Tour

8–4
The CEO’s Role in Orientation
• Welcome employees.
• Provide a vision for the company.
• Introduce company culture -- what matters.
• Convey that the company cares about
employees.
• Allay some new employee anxieties and help
them to feel good about their job choice.
Employee Training
• Training
• The process of teaching new employees the basic skills
they need to perform their jobs.

• The strategic context of training


the process employers use to make sure employees are
working toward organizational goals.
Development
• Employee development
future-oriented training, focusing on the personal
growth of the employee.

• Attempt to provide sound reasoning process to


enhance one’s ability to understand and interpret
knowledge.
Training and Development
• Training is a narrower concept focused on job related
skills. Development is a broader concept focused on
personality development.

• Training is aimed at improving job related efficiency


and performance. Development aims at overall
personal effectiveness including job efficiencies.
The Training and Development Process

• Needs analysis
• Identify job performance skills needed, assess prospective
trainees skills, and develop objectives.
• Instructional design
• Produce the training program content, including
workbooks, exercises, and activities.
• Validation
• Presenting (trying out) the training to a small
representative audience.
• Implement the program
• Actually training the targeted employee group.
• Evaluation
• Assesses the program’s successes or failures.
Analyzing Training Needs

Training Needs
Analysis

Task Analysis:
Assessing New Employees’ Training
Performance Analysis: Assessing
Current Employees’ Training Needs
Needs

8–10
Analyzing Training Needs
• Task analysis
• A detailed study of a job to identify the specific skills
required, especially for new employees.
• Performance analysis
• Verifying that there is a performance deficiency and
determining whether that deficiency should be
corrected through training or through some other
means (such as transferring the employee).
Performance Analysis:
Assessing Current Employees’ Training Needs

Specialized Software

Assessment Center Results Performance Appraisals

Individual Diaries Methods Job-Related Performance


for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?
Employee Training Methods
• On-the-job training method: Training a person to
learn a job while working on it.

• On-the-job training methods


• Coaching or understudy
• Job Rotation
• Special Assignments

• Advantages
• Inexpensive
• Immediate feedback
Employee Training Methods
• Apprenticeship training
▪ A structured process by which people become skilled workers

through a combination of classroom instruction and on-the-job training.

• Job Instruction Training


• Step-by-step training for the jobs consist of logical sequence of steps

• Off-the-job training methods


• Classroom lectures
• Programmed learning
• Audiovisual-Based training
• Vestibule Training
• Computer-Based training
• Distance and Internet-Based Training
Management Development

• Management development
• Any attempt to improve current or future management
performance by imparting knowledge, changing attitudes, or
increasing skills.
• Succession planning
• A process through which senior-level openings are planned for and
eventually filled.
• Anticipate management needs
• Review firm’s management skills inventory
• Create replacement charts
• Begin management development
Managerial on-the-Job Training

•Job rotation

•Coaching/Understudy approach

•Action learning
Off-the-Job Management Training and
Development Techniques

• The Case Study Method

• Management game
• Outside seminars
• University-related programs

• Role playing

• Behavior Modeling

• Corporate Universities
• Executive Coaches
Evaluating Training and
Development Effectiveness
Evaluating Training Programs:
• Typically, employee and manager opinions are used,
• These opinions or reactions are not necessarily valid
measures
• Influenced by things like difficulty, entertainment value or
personality of the instructor.
• Performance-based measures (benefits gained) are
better indicators of training’s cost-effectiveness.
Evaluating Training and
Development Effectiveness
Performance-Based Evaluation Measures
• Pre-post-training performance method .
Employee’s job performance is assessed both
before and after training, to determine
whether a change has taken place.
Evaluating Training and Development
Effectiveness
• Pre-post-training performance with control group
method.
• Compares the pre-post-training results of the trained
group with the concurrent job performance of a control
group, which does not undergo instruction.

• Used to control for factors other than training which may


affect job performance.
Basic Categories of Training Outcomes
to evaluate the program
• Reaction

• Learning

• Behavior

• Results

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