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Chapter Seven - Training and Development

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32 views

Chapter Seven - Training and Development

Uploaded by

yaxyesahal123
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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HUMAN RESOURCE MANAGEMENT

Global Edition 12e

Chapter 7; Training

Part 3 Training and Development

PowerPoint Presentation by Charlie Cook


Copyright © 2011 Pearson Education GARY DESSLER The University of West Alabama
LEARNING OUTCOMES

1. The purpose and process of employee orientation.


2. The four steps in the training process.
3. Competency Model
4. Training methods

Copyright © 2011 Pearson Education 8–2


• Employee orientation (often called “on boarding” today)
provides new employees with the information they need
to function; ideally, though, it should also help new
employees start getting emotionally attached to the firm.

• An orientation typically includes information on employee


benefits, personnel policies, the daily routine, company
organization and operations, safety measures and
regulations, and a facilities tour

Copyright © 2011 Pearson Education 8–3


Purpose of Orientation

Orientation Helps New


Employees

Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior

Copyright © 2011 Pearson Education 8–4


The Orientation Process

Employee benefit Company/ organization


information and operations

Personnel Employee Safety measures


policies Orientation and regulations

Daily Facilities
routine tour

Copyright © 2011 Pearson Education 8–5


The Training Process
• Training
 Is the process of teaching new employees
the basic skills they need to perform their jobs.
 Is a hallmark of good management
 Reduces an employer’s negligent/careless.

• Training’s Strategic Context


 The aims of firm’s training programs must make sense in terms of
the company’s strategic goals.
 Training fosters employee learning, which results in enhanced
organizational performance.

Copyright © 2011 Pearson Education 8–6


Conti--------
• Negligent training; A situation where an employer fails to
train adequately, and the employee subsequently harms
a third party.

Copyright © 2011 Pearson Education 8–7


Steps in the Training Process

The Four-Step Training Process

1 Needs analysis

2 Instructional design
3 Program implementation
4 Evaluation

Copyright © 2011 Pearson Education 8–8


Training programs consist of four steps:
- In the needs analysis step,
- identify the specific knowledge and skills the job requires, and
compare these with the prospective trainees’ knowledge and
skills.
- In the instructional design step,
- formulate specific, measurable knowledge and performance
training objectives, review possible training program content
(including workbooks, exercises, and activities), and estimate
a budget for the training program.
- Implement the program, by actually training the targeted
employee group using methods such as on-the-job or online
training.
- In the evaluation step, assess the program’s success (or
failures).

Copyright © 2011 Pearson Education 8–9


Analyzing Training Needs

Training Needs Analysis

Task Analysis: Performance Analysis:


Assessing new employees’ training Assessing current employees’
needs training needs

Copyright © 2011 Pearson Education 8–10


Conti----------
• Task analysis is a detailed study of the job to determine
what specific skills the job requires.
• Performance analysis is the process of verifying that
there is a performance deficiency and determining
whether the employer should correct such deficiencies
through training or some other means (like transferring
the employee).

Copyright © 2011 Pearson Education 8–11


Assessing Current Employees’ Training
Needs

Assessment Center
Results Performance Appraisals

Methods for Job-Related


Individual Diaries
Identifying Performance Data
Training
Needs
Attitude Surveys Observations

Tests Interviews

© 2008 Prentice Hall, Inc. All rights reserved. 8–12


FIGURE 8–2 Example of Competency Model for Human Resource Manager

Copyright © 2011 Pearson Education 8–13


• Graphic model that consolidates , usually in one
diagram, a precise over view of the conpetencies (the
knowledge, skills and behaviors) some one would need
to do a job well.

Copyright © 2011 Pearson Education 8–14


Training Methods
• On-the-Job
Computer-Based
Training
Training (CBT)
• Simulated
Apprenticeship
Learning
Training
• Informal
Internet-Based
Learning
Training
• Learning
Job Instruction
Portals
Training
• Lectures
• Programmed Learning
• Audiovisual-Based Training
• Teletraining and Videoconferencing
• Electronic Performance Support Systems (EPSS)

Copyright © 2011 Pearson Education 8–15


Creating Your Own Training Program

Creating a Training Program

1 Set training objectives


2 Use a detailed job description

3
Develop an abbreviated task
analysis record form
4 Develop a job instruction sheet
5 Compile training program for the job

Copyright © 2011 Pearson Education 8–16


The OJT Training Method
• 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

Copyright © 2011 Pearson Education 8–17


Other Management Training Techniques

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

Copyright © 2011 Pearson Education 8–18


Behavior Modeling

Behavior Modeling Training

1 Model the effective behaviors

2 Have trainees role play using behaviors

3 Provide social reinforcement and feedback

4 Encourage transfer of training to job

Copyright © 2011 Pearson Education 8–19


END

THANK YOU.

Lecturer; Nasra jama saed

Copyright © 2011 Pearson Education 8–20

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