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Prof - Sidra HRM 7th Lecture

This document discusses human resource management training and development. It covers key topics like orientation, definitions of training, the difference between training and development, a systematic approach to training using the ADDIE model, and different training methods. The ADDIE model involves 5 steps - analysis, design, development, implementation, and evaluation. Needs analysis is important to identify training needs at the organizational, job, and individual level to determine learning objectives. Various on-the-job and off-the-job training methods are also outlined.

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Ali Usama
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30 views

Prof - Sidra HRM 7th Lecture

This document discusses human resource management training and development. It covers key topics like orientation, definitions of training, the difference between training and development, a systematic approach to training using the ADDIE model, and different training methods. The ADDIE model involves 5 steps - analysis, design, development, implementation, and evaluation. Needs analysis is important to identify training needs at the organizational, job, and individual level to determine learning objectives. Various on-the-job and off-the-job training methods are also outlined.

Uploaded by

Ali Usama
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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HUMAN RESOURCE

MANAGEMENT
TRAINING AND DEVELOPMENT
Lecture#7
Prof.Sidra
ORIENTATION: THE PRE-JOB PHASE OF
TRAINING
 Introduces each new employee to the job and the
workplace.

 Tells new staff members what they want to know and


what the company wants them to know.

 Communicates information give out a employee


handbook.

 Creates positive employee attitudes toward the


company and the job.
DEFINITIONS OF TRAINING
 Edwin Flippo
“The purpose of training is to achieve a change in
the behavior of those who need to be trained and to
enable them to do their jobs better”
 Knowledge
 Skills
 Attitude
TRAINING & DEVELOPMENT
What is training? What is development?
 Training: enhances the capabilities of an
employee to perform his or her current job.

 Focuses on the current job (Training program to correctly


identify counterfeit currency)
Development: enhances the capabilities of an

employee to be ready to perform possible future jobs.

 Focuses on future jobs (Bank sends the teller to a day-long


workshop on “Emerging Issues in Finance & Banking”)
A SYSTEMATIC APPROACH TO TRAINING

Identify Training Needs


Present Job Desired
performance Gap Performance

Setting Training Objectives and Policy

Designing Training Programme

Conducting the Training

Follow up and Evaluation


ADDIE FIVE STEPS TRAINIGN PROCESS

 Training Cycle

 Step 1: Analysis (Needs Assessment)


 Step 2: Design Training Program
 Step 3: Develop Training Program Course
 Step 4: Implement the Training Program
 Step 5: Evaluation Training Program
TRAINING CYCLE
STEP 1: NEEDS ANALYSIS/ASSESSMENT
 Goal of needs analysis: Identify training needs
 Summary of Needs Analysis:
3 Levels of Needs Analysis:
 Organizational analysis
 Job and task analysis
 Individual analysis
 Training Objectives
Three Levels of Needs Analysis
1.Organizational analysis
 Organizational analysis: What are the training
needs of the organization?

 What training will support the organization’s strategy?


 Example: Internal growth strategy (growth from new
products or new markets) would be supported by training
in:
 Creative thinking
 New product development

 Understanding & evaluating potential new markets

 Technical competence in jobs


2. Job and Task Analysis
 Job
and task analysis: What are the training
needs of each job in the organization?

 Examine the job descriptions:


 What tasks & duties are performed by each job?
 For each task:

 Do new hires already know how to perform the task or will


they have to be trained? (Helps to identify training needs)
 What are the consequences of performing the task

incorrectly? (Helps to set training priorities)


 Can the task be learned on the job, or should it be taught off

the job? (Helps to identify training methods)


3. Individual Analysis

 Individual analysis: What are the training needs of


each individual employee in the organization?

 Examine each employee’s performance appraisal


 Do certain employees, or groups of employees, have job
performance that might be improved by training that is cost-
effective?
STEP 2: DEVELOP TRAINING PROGRAM
Detailed training outlines
 Training Objective
 Delivery methods are decided
 Program evaluation methods are decided
3-DESIGN TRAINING PROGRAM COURSE
CONTENT

 Stage 1: Declarative knowledge (cognitive phase)

 Learn facts & concepts


 High demands on memory & attention
 Performance is slow & halting
 Errors are common
 Stage 2: Knowledge compilation (associative phase)

 Facts & behaviors get “chunked” into a routine


 Performance begins to improve
 Reduced concentration is required
2-Develop Training Program content Cont…

 Traineereadiness: What do the trainees already know?


 We want to start the training program at the right level

 We need to find out what they already know


 Example: Does our newly hired bank teller know how to count
money?
 Design the training program to build on what the trainees already
know
 Identify& resolve: Things that might interfere with
learning
 Distractions in the training environment

 Lighting problems
 Noise problems
 Temperature problems, etc
4-Implement The Training Program
 As per planned process deliver the training.
5- Evaluate Training Program
TRAINING METHODS
 Broadly, the training and development methods
can be classified into the following two
categories:
 On-the-job Methods
 Off-the-job Methods
ON THE JOB TRAINING
 (i) Job Instruction
Listing each jobs basic tasks, along with key points, in order to
provide step-by-step training for employees.
 (ii) Apprenticeship
A structured process by which people become skilled workers
through a combination of classroom instruction and on-the-job
training.
 (iii) Job Rotation
Moving employee from one job task to other to make them trained
from all aspect.
 (iv) Coaching/understudy
Experienced worker or the trainee supervisor train the
employee.
OFF-THE-JOB TRAINING
 (i) Class room lectures
Presenting training content to a large number of trainee in one
time to make them aware of the job requirements.
 (ii) simulation exercise
Training employees on special off-the- job equipment as the same
use in their workplace on a routine basis.
 (iii) Programmed Learning
Systematic method for teaching job skills involving presenting
questions or facts, allowing the person to respond and giving the
learner immediate feedback on the accuracy of his answer.
 (iv) Distance based learning
 Teletraining
 Videoconfercing
 Thank You

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