LESSON 6

TRAINING EMPLOYEES
TRAINING LINKED
TO
ORGANIZATIONAL
NEEDS
 A p o l i c e o ffi c e r w a s s h o t i n t h e l e g b y a s u s p e c t
d u e t o d i s t r a c t i o n s i n a r o o m . T h e o ffi c e r a n d h i s
partner were distracted by the frantic behavior of
o t h e r s . T h e t r a i n e r t u r n e d o ff t h e s i m u l a t i o n ,

Training which was interactive, three-dimensional

simulations. These simulations are valuable for
teaching high-risk jobs, such as police work and

Linked to o p e r a t i n g v e h i c l e s o r l a r g e m a c h i n e r y. T h e y a l s o
help in hospital emergency rooms, where trainees
handle real equipment while wearing virtual-reality

Organization goggles. Employers use these simulations as an

investment in talent-spending, resulting in better
employee performance. Human resource

al Needs professionals help organizations establish training

programs, which can range from formal classes to
o n e - o n - o n e m e n t o r i n g . E ff e c t i v e t r a i n i n g p r o g r a m s
b e n e fi t o r g a n i z a t i o n s w h e n l i n ke d t o
organizational needs and motivate employees.
Training Linked to Organizational
Needs

T h e m o d e rn b u s i n e s s e n v i ro n m e n t e m p h a s i z e s t h e
importance of training for employees to continually learn
n e w s k i l l s , i n v e s t i n c a re e r d e v e l o p m e n t , a n d s o l v e p ro b l e m s
i n t e a m s . S u c c e s s f u l o r g a n i z a t i o n s o ft e n l e a d i n d e v e l o p i n g
t h e s e s k i l l s . To a c h i e v e t h e s e g o a l s , H R p ro f e s s i o n a l s u s e
i n s t r u c t i o n a l d e s i g n , a s y s t e m a t i c p ro c e s s t h a t i n c l u d e s
a s s e s s i n g n e e d s , e n s u r i n g e m p l o y e e s a re re a d y , p l a n n i n g t h e
p ro g r a m , i m p l e m e n t i n g i t , a n d e v a l u a t i n g re s u l t s . Le a r n i n g
m a n a g e m e n t s y s t e m s ( L M S ) a re i n c re a s i n g l y u s e d t o
automate the administration, development, and delivery of
t r a i n i n g p ro g r a m s , m a k i n g t h e m m o re a c c e s s i b l e a n d c o s t -
e ff e c t i v e . L M S s c a n t r a c k c o u r s e e n ro l l m e n t s a n d c o m p l e t i o n ,
a n d c a n b e l i n ke d t o p e r f o r m a n c e m a n a g e m e n t s y s t e m s t o
m a n a g e t r a i n i n g n e e d s , o u t c o m e s , a n d re w a r d s .
Needs
Assessment
A Foundation for Eff ective
Training
Introduction to Needs
Assessment
What is a Needs Assessment?
- A systematic process to evaluate training
requirements.

Why is it Important?

- Ensures training is targeted and relevant to

organizational needs.
 Organization:

- Examines the context, culture, and goals of the

organization.

- Identifies training needs that align with overall

business objectives.
The Three Person:

- Evaluates individual employee skills,

Levels of knowledge, and performance gaps.

- Determines who needs training and what

Assessment -
specific skills they require.

Ta s k :

- Analyzes specific job tasks and the skills

n e e d e d t o p e r f o r m t h e m e ff e c t i v e l y. - I d e n t i fi e s
training content that directly addresses job
requirements.
Triggers for a Needs
Assessment
Pe r f o rm a n c e I s s u e s :

- E m p l o y e e s l a c k i n g b a s i c s k i l l s o r p e r f o rm i n g p o o r l y.

N e w Pro d u c t s o r Te c h n o l o g i e s :

- I n t ro d u c i n g n e w p ro d u c t s , p ro c e s s e s , o r t e c h n o l o g i e s o ft e n
re q u i re s n e w s k i l l s .

J o b Re d e s i g n :

- C re a t i n g n e w ro l e s o r re s t r u c t u r i n g ex i s t i n g o n e s c a n
necessitate training.

E x t e rn a l Fa c t o r s :

- C u s t o m e r d e m a n d s , l e g a l re q u i re m e n t s , o r i n d u s t r y t re n d s c a n
drive the need for training.
CONCLUSION

- Needs assessment is a crucial first

step in designing effective training
programs.
- By systematically identifying
training needs, organizations can
ensure that training resources are
utilized effectively and that
employees are equipped with the
skills they need to succeed.
READINESS TO TRAINING
Readiness -it is a combination of employee
characteristics and positive work
for environment that permit training.

Training
To be ready to learn, employees need basic learning skills, especially
cognitive ability the selection process identi fi ed job candidates with
enough cognitive ability to handle not only the requirements for doing a
job, but also the training associated with the job.

EMPLOYEE CHARACTERISTICS
READINESS
WORK
ENVIRONMENT

Readiness for training also

depends on two broad
characteristics of the work
environment situational
constraints and social
support.
SITUATIONAL
CONSTRAINTS

Are the limits on training's

eff ectiveness that arise from
the situation or the
conditions within the
organization.
PLANNING THE TRAINING
PROGRAM
Planning the Training Program

-Decisions about training are often,the responsibility of a specialist in

the organization's.

-Planning begins with establishing objectives foete training program.

Objectives of the Program

1. Training program based on clear objectives will be more focused and

more likely to succeed.

2. When trainers know the objectives, they can communicate them to

the employees participating in the program.

3. Employees learn best when they know what the training is supposed
to accomplish.

4. Finally down the establishing objectives provides a basics for

measuring whether the program succeed.
Eff ective training objectives has
several characteristic:

- They include a statement what the employees is expected to do, the

quality or level of performance that is acceptable and conditions under
which the employees is to apply what he or she learned.(For instance,
physical conditions, mental stressed, or equipment failure).

- They include performance standards that are measurable.

- They identify the resources needed to carry out the desired

performances or outcomes. Successful training requires employees to
learn about also employers to provide a necessary resources.
In-house or contracted out?

- Many organization we outside experts to develop and present training

courses.

- An organization can provide eff ectiveness training program, then it

lacks expertise in training.
Choice of Training Methods
TRAINING
METHODS

A wide variety of methods

available for conducting
training.
 - Typically involves a trainer lecturing a
group.

- Trainers often supplement lectures with

slides, discussion, case studies, Q & A

Classroom session and role playing.

Instruction
Computer-based Training

- Although all organizations use classroom training, new technologies

are gaining popularity as technology improves and become cheaper.

- Generally less expensive than putting an instructor in a classroom of

trainees.
Current applications of Computer-
based Training:

→ E-learning -receiving training

via internet or the organization's intranet, typically through some

combination of web-based training modules, distance learning, distance
learning, and virtual learning. Uses electronic networks for delivering and
sharing information.

→ Electronic Performances Support

Systems (EPSSs)- computer application that provides access to skill

training, information, and expert advice when a problem occurs on the
job.
Current applications of Computer-
based Training:
ON- THE- JOB
TRAINING

-training methods in which a

person with job experience
and skill guides trainees in
practicing job skills at the
workplace.
 → A p p r e n t i c e s h ip - is a w o r k s t u d y t r a i n i n g
m e t h o d t h a t t e a c h e s j o b s kil ls t h r o u g h a
c o m b in a t i o n o f s t r u c t u r e d o n t h e j o b t r a i n in g
a n d c l a s s r o o m t r a i n in g .

→Internship - on the job learning sponsored by

On- the- an educational institutions as a component of

a n a c a d e m ic p r o g r a m .

Job
Training
To be eff ective, OJT programs should
include several characteristics:

• T h e o rg a n i z a t i o n s h o u l d i s s u e a p o l i c y s ta tem en t d es c r i b i n g th e p u r p o s e o f O J T a n d
e m p h a s i z i n g t h e o rg a n i z a t i o n ’ s s u p p o r t f o r i t.

• T h e o rg a n i z a t i o n s h o u l d s p e c i fy w h o i s a c c o u n ta b l e f o r c o n d u c ti n g O J T. T h i s
a c c o u n t a b i l i t y s h o u l d b e i n c l u d e d i n t h e re l ev a n t j o b d es c r i p ti o n s .

• T h e o rg a n i z a t i o n s h o u l d re v i e w O J T p r a c t i c es a t c o m p a n i e s i n s i m i l a r i n d u s tr i es .

• M a n a g e r s a n d p e e r s s h o u l d b e t r a i n e d i n O J T p r i n c i p l es .

• E m p l o y e e s w h o c o n d u c t O J T s h o u l d h a v e a c c es s to l e s s o n p l a n s , c h e c k l i s ts ,
p ro c e d u re m a n u a l s , tr a i n i n g m a n u a l s , l e a rn i n g c o n tr a c ts , a n d p ro g res s re p o r t f o rm s .

• B e f o re c o n d u c t i n g O J T w i t h a n e m p l o y e e , th e o rg a n i z a ti o n s h o u l d a s s es s th e
employee’s level of basic skills.
SIMULATION

- a training method that

represents a real life
situation, with trainees
making decision resulting in
outcomes that mirror what
would happen on the job.
Simulations

• Avatars - computer depictions of trainees, which trainees manipulate

in an online role-play.

• Virtual Reality - a computer based technology that provide an

interactive three dimensional learning experience.
BUSINESS GAMES
AND CASE STUDIES

- training program use

business game and case
studies to develop
employees’ management
skills.
Business Games and Case Studies

• Case study - a detailed description of a situation that trainees study

and discuss

• Business game - trainees gather information, analyze it, and make

decisions that infl uence the outcome of the game.
BEHAVIOR
MODELING

- considered as the most

eff ective way to teach
interpersonal skills.

- trainees evaluate the

performance of the model in
the video and discuss how they
can apply the behavior on the
job.
EXPERIENTIAL
PROGRAMS

- training program in which

participants learn concepts
and apply them by
simulating behaviors
involved and analyzing the
activity, connecting it with
real-life situations.
Experiential Programs

• Adventure Learning - a teamwork and leadership training program

based on the use of challenging, structured outdoor activities.
TEAM TRAINING

- a possible alternative to
experiential program which
coordinates the performance
of individuals who work
together to achieve a
common goal.
Team Training

• Cross Training - team members understand and practice each other’s

skills so that they are prepared to step in and take another member’s
place.

• Coordinate Training - team training that teaches the team how to

share information and decisions to obtain the best team performance.

• Team Leader Training - training people in the skills necessary for

eff ectively leading the organization’s team.
ACTION LEARNING

- teams get an actual

problem, work on solving it
and commit to an action plan
and are accountable for
carrying it out.
IMPLEMENTING THE
TRAINING
PROGRAM

- learning permanently
changes behavior.
 Principles of Learning

Implementi
ng the
Training
Program
 Readability

-the diffi cult level of written materials.

Implementi Transfer of training

ng the - on the job use of knowledge, skills and

behavior learned in training.

Training Communities of the practice

-groups of employees who work together

Program learn from each other, and develop a
common understanding of how so get work
accomplish.
LESSON 7
MANAGING EMPLOYEES
PERFORMANCE
Purposes of
Performanc Broad purposes of performance
management:
e
Strategic, administrative, and

Managemen developmental.

t
Examples of the purposes of management
performance:

• Establishing goals – Establishing goals. Part of your performance

appraisal objectives is to track progress against past goals and give
direction for the future.

• Enhanced team performance – Performance appraisals also enable you

to identify which team members are typically outperforming others in
terms of consistent, high-quality work.

• Increase retention – Increase retention. Every company wants to fi nd

ways to reduce turnover rates, and performance management can help
do just that.
Criteria for
Eff ective Fit with strategy

Performanc a performance management system

should focus at achieving employee
e behavior and attitudes that supports
the organization’s strategy, goals, and
Managemen culture.

t
Noe, R. et al. (2020) ‘Managing Employees’ Performance’, in Fundamentals of Human
Resource Management. 8th edn. New York: McGraw-Hill Education, pp. 305–306
 Validity
Criteria for
Eff ective refers to whether the appraisal
measures all the relevant aspects of

Performanc performance
aspects of performance.
and omits irrelevant

e
Managemen
t
Noe, R. et al. (2020) ‘Managing Employees’ Performance’, in Fundamentals of Human
Resource Management. 8th edn. New York: McGraw-Hill Education, pp. 305–306
 Reliability
Criteria for
Eff ective describes the consistency of the
results that the performance measure

Performanc will deliver.

e • Inter-rater Reliability- consistency of

results when more than one person

Managemen measures performance.

t • Test-retest Reliability- consistency of

results over time.

Noe, R. et al. (2020) ‘Managing Employees’ Performance’, in Fundamentals of Human

Resource Management. 8th edn. New York: McGraw-Hill Education, pp. 305–306
 .

Criteria for Acceptability

Eff ective measures should be acceptable to

those who use it whether or not is it
Performanc valid and reliable.

e Users:

Managemen • Employee's supervisor

• anyone who measures performance

t • employee being evaluated

Noe, R. et al. (2020) ‘Managing Employees’ Performance’, in Fundamentals of Human

Resource Management. 8th edn. New York: McGraw-Hill Education, pp. 305–306
Criteria for
Eff ective Specifi c Feedback

Performanc
performance measure should

e specifi cally tell employees what is

expected of them and how they can

Managemen meet those expectations.

t
Noe, R. et al. (2020) ‘Managing Employees’ Performance’, in Fundamentals of Human
Resource Management. 8th edn. New York: McGraw-Hill Education, pp. 305–306
Methods for Measuring
Performance
Rating Behaviors

• A behaviorally anchored rating scale (BARS) is a method that uses

statements of behavior to de fi ne performance dimensions. These statements
are “anchors” of performance levels, based on data about past performance.
BARS improves inter rater reliability but can bias the manager’s memory.

• A behavioral observation scale (BOS) is a variation of BARS, developed from

critical incidents, but uses many examples to de fi ne all behaviors necessary
for eff ective performance or those signaling ineff ective performance. BOS
may use 15 behaviors to de fi ne performance levels and asks managers to
rate the frequency of exhibiting the behavior during the rating period.
Measuring Results

• Performance measurement focuses on managing objective, measurable

results of a job or work group, such as sales, costs, or productivity.
Two popular methods for measuring results are productivity
measurement and management by objectives (MBO). Productivity is
crucial for success as it increases pro fi ts with fewer resources. MBO
involves setting speci fi c, diffi cult, and objective goals at each level of
the organization, allowing employees to contribute to the
organization’s overall goals. This system can have a positive eff ect on
performance, with productivity gains most eff ective when top
management is highly committed to MBO.
Measuring Results

• Results- oriented performance measurement is less subjective and

more acceptable to employees and managers. However, it has validity
issues, as results may be aff ected by circumstances beyond each
employee’s performance. Additionally, measuring only fi nal results
may fail to measure signi fi cant aspects of performance not directly
related to those results. Focusing only on measured aspects may
neglect signifi cant skills or behaviors. Additionally, evaluation based
on results does not provide guidance on how to improve.
Total Quality Management (TQM)

• Is a performance measurement and management system that

assesses both individual performance and the system within which it
operates. It aims to improve customer satisfaction by combining
attributes and results. Feedback in TQM includes subjective feedback
from managers, peers, and customers, as well as objective feedback
based on the work process. Statistical quality control methods help
employees track and identify areas for improvement. While TQM has
practical benefi ts, it may not support decisions about work
assignments, training, or compensation.
SOURCES FOR
PERFORMANC
E
INFORMATION
 Managers

Costumers Peers

Performance
Information

Self Subordinates
 Advantage
Possess the basic qualifi cations
Have an incentive to provide
accurate and helpful feedback
MANAGERS Their feedback can improve
performance
Employees tend to perceive the
appraisal as accurate.
 Disadvantage
For employees in some
jobs, the manager does
MANAGERS not have enough
opportunity to observe
the employee
performing job duties.
 Advantage
They have the most
opportunity to observe the
employee in a day-to-day
PEERS activities.
They bring a diff erent
perspective to the
evaluation.
 Disadvantage
Friendship (or Rivalries)
They are uncomfortable
PEERS
with rating employees
for decisions that may
aff ect themselves.
 Advantage
Often have the
best chance to see
SUBORDINATES
how well a
manager treats
employees.
 Disadvantage
Issues on power relationship
involved
Employees have more power

SUBORDINATES when giving ratings to the

manager,as a result managers
tend to emphasize employee
satisfaction, even at the
expense of Productivity.
 Advantage
Opportunity to give
examples of their
successes and request
SELF training which are
helpful conversation
with their managers.
 Disadvantag
e
The individual has

SELF a tendency to
infl ate
assessments of
their performance.
 Advantage
Opportunity to give
examples of their
COSTUMERS successes and request
training which are
helpful conversations
with their managers.
 Disadvantag
e
COSTUMERS The individual has
a tendency to
infl ate
assessments of
their performance.
FINDING SOLUTIONS TO
PERFORMANCE
PROBLEM
The final feedback stage of
performance management involves
identifying ways to improve
performance.
＊ Delivering Positive Feedback
The feedback with the best track record of
contributing to performance Improvement is
positive.
that is, praise for and reinforcement of an
employ ee's strengths and successes.
 Guidelines For
Delivering
Effective Positive
Feedback:
• Build a constructive environment by
cultivating a positive attitude toward
employees and colleagues. Consider that
you and they are able to improve, and
express a genuine interest in others' well
being. This cames over into performance-
guidelines for delivering effective positive
related conversa tons and ensures they
feedback:

are outhentic, not marred by fake

enthusiasm,
• Focus on goals and a vision for the employee,
work group, and organization. Putting feedback
into this context has the potential to get
employees excited about Improving and
contributing more. It also helps with aligning
performance and strategy.
• Look for positive results and behaviors, and
give specific feed- back about them. That is,
name details of the situation, and impact you
observed.
• Separate feedback messages from
promises jor threats). Sc. for example,
if an employee delivered a compelling
presentation, give feedback about
what the employee did to make the
presentation so effective, as well as
how it affected the audince. Save
thoughts about pay increases,
promotions, or other rewards for
another time.
The most effective way to improve
performance varies according to the
employee's ability and motivation. In
general, when employees have high
levels of ability and motivation, they
perform at or above standards. But
when they lack ability, motivation, or
both, corrective action is needed. The
type of action called for depends on
what the employee lacks:
•LACK OF ABILITY

When a motivated employee lacks

knowledge, skills, or abilities in some
area, the manager may offer coaching,
training, and more detailed feedback.
•LACK OF MOTIVATION

Managers with an unmotivated employee can

explore ways to demonstrate that the employee is
being treated fairly and rewarded adequately. The
solution may be as simple as more positive
feedback (praise).
• LACK OF BOTH

Performance may improve if the manager

directs the employee's attention to the
significance of the problem by withholding
rewards or providing specific feedback. If
the employee does not respond, the
manager may have to demote or terminate
the employee
 • LACK OF NEITHER
As a rule, employees who combine high ability with high
motivation are solid performers. However, the manager
should by no means ignore these employees. They are likely
to want opportunities for development and may be able to
contribute even more than they already are. Furthermore,
sach valuable employees are apt to leave if they see no
potential for growth. To maintain high motivation levels, the
manager should use rewards, direct feedback, and growth
opportunities
TERMINATION

If the employee does not respond, the

manager may have to demote or terminate
the employee.
To maintain high motivation
levels, the manager should
use rewards, direct feedback,
and growth opportunities.
Performance management is a vital component of
organizational success that focuses on matching individual
performance with company objectives. However,
implementing performance management systems requires
traversing difficult legal and ethical environments, particularly
with the growing use of electronic monitoring and concerns
about employee privacy.
Legal Issues in Performance
Management
1. Compliance with the Employment Laws
– Anti Discrimination Laws: Employers must ensure that their
performance management procedures do not breach anti-
discrimination laws like the Civil Rights Act, the Americans
with Disabilities Act (ADA), or the Age Discrimination in
Employment Act (ADEA). Performance evaluations should be
based on objective criteria rather than variables such
as race, gender, age, disability, or other protected
characteristics.
-Fair Labor Standards Act (FLSA): Employers must follow
FLSA regulations when implementing performance-based
remuneration, ensuring that non-exempt employees are
adequately compensated for overtime.
-Wrongful Termination: Performance management processes
can result in termination, and employers must verify that
terminations are for just cause and consistent with
documented performance difficulties. Otherwise, the
employer could face wrongful
termination allegations.
2.Documentation and transparency
- Proper documentation of performance evaluations is
required for legal purposes. Employers must keep accurate
records of performance appraisals, feedback, and any
actions made in response to these evaluations. This
documentation can help employers protect themselves in the
event of a legal dispute.
- Legal compliance depends on performance evaluations being
properly documented. It is mandatory for employers to uphold
precise documentation of performance appraisals,
feedback, and any further actions arising from these
assessments. In the event of a legal issue, employers may be
protected by this documents.
- In order to stay out of legal trouble, performance management
must be transparent. Workers must be made fully aware of the
standards for their positions as well as the evaluation criteria.
Ethical Issues in Performance
Management
1.Fairness and Objectivity
Fairness in assessments, promotions, and pay decisions is a
prerequisite for ethical performance management. In addition to
making sure that every employee is treated fairly, managers
should strive to eliminate any prejudices that can cloud their
judgment.
- Integrity in performance evaluations contributes to
increased morale and trust within the company. Workers ought
to believe that their performance is assessed objectively, rather
than relying on personal judgments.
2. Respect for employee dignity
- Performance management procedures ought to be considerate
of workers’ dignity. This
involves giving constructive criticism in a way that is
encouraging as opposed to harsh.
- To ensure that workers have a say in their own growth and
professional advancement, the process should also welcome
employee feedback and discussion.
3.Confidentiality
- Upholding the privacy of performance-related data is another
ethical consideration. Managers are responsible for making sure
that only those with a genuine need to know are given access to
performance data.
Legal Requirements for Performance
Management
1.Adherence to Employment Contracts -Employers are required
to make sure that their performance management procedures
adhere to the conditions specified in employment contracts. It is
imperative to provide written notice to employees ahead of time
of any modifications to performance standards or assessment
procedures.
2. Consistency with Company Policies
- Performance management systems must to be in line with
internal policies and processes of the company. This
consistency aids in preventing accusations of discrimination or
unjust treatment.
3. Reasonable Accommodations
- Employers are obligated by the Americans with Disabilities Act
(ADA) to make reasonable accommodations for their disabled
workers. This could entail adapting performance management
procedures or standards to take an employee’s impairment into
consideration.
Electronic Monitoring and Employee
Privacy
1. Legal Considerations
- Consent and Notification: Employers are required to inform
staff members if they are being electronically monitored.
Employee authorization must be given expressly for
electronic monitoring in several jurisdictions.
- Employers are required to abide by applicable privacy
regulations, such as the California Consumer Privacy Act
(CCPA) in the United States and the General Data Protection
Regulation (GDPR) in the European Union. These rules govern
the collection, storage, and use of personal data, including data
gathered via electronic monitoring.
2.Ethical Considerations - Halving Monitoring with Privacy:
Employers must reconcile the necessity of keeping an
eye on workers’ performance with their right to privacy.
Excessive surveillance may result in a hostile work environment
and a lack of trust.

Openness in Monitoring Procedures: Employers must disclose

their monitoring procedures
in a transparent manner due to ethical concerns. Workers
should know what is being watched, why it is being watched,
and how the information will be used.
- Transparency in Monitoring Procedures: Employers must be
open and honest about their monitoring procedures due to
ethical concerns. Workers must to be made aware of what is
being watched, how the information will be used, and why it is
being watched.
- Purpose Limitation: Information gathered by electronic
surveillance shall only be put to the intended use. It can be
unethical and possibly unlawful to use the data for unrelated
purposes, such assessing personal behavior outside of work.