Types of Rating Errors
organizational strategies and organizational
Leniency/Strictness Error
 Define Anchors (Dimensions)
 Force A Curve
 Performance-rating error in which the appraiser tends
to give employees either unusually high or unusually
low ratings
Central Tendency
 Reluctant to Give High/Low
 Explain Need for Variability
 Performance-rating error in which all employees are
rated about average.
Recency Error
 Last Action Halo
 Encourage Frequent Evaluation
 Performance-rating error in which the appraisal is
based largely on the employee’s most recent behavior
rather than on behavior throughout the appraisal
period.
Similar to me Error
Performance-rating error in which an appraiser inflates the
evaluation of an employee because of a mutual personal
connection.
TOPIC 5
Employee Training
Importance of Employee Training and Development
Why are employee training and development programs key
components of human resource management?
1. Training and development programs can motivate
employees to perform and succeed in their jobs and
companies are able to achieve their business
objectives
 Training efforts need to be aligned with
objectives must be taken into consideration
2. Impact other HR areas such as
 Hiring and selection
 Rewards management
 Retention
 Performance Management
3. Complement the process of selecting the best qualified
employees with effective programs to reduce the gap
between employees’ competencies and skills and their
positions’ required competencies.
Training Framework
o Training can be prepared systematically by using a
framework as follows
Steps in the framework
1. Selection leads to best qualified employee with skills,
competencies, and values from previous work
environment being hired
2. Onboarding
- process allows the newly hired employee to blend in
the new environment seamlessly.
a. Orientation
b. Socialization - process allows the employee to
understand the culture and values of the company
3. Training process provides new employee opportunities
to learn specific skills and competencies needed in the
assigned job
4. Evaluation of training result is conducted based on
efficiency, skills, and behavior learned by the newly
trained employee which will be guided by the
company’s objectives and strategies
5. All activities must be carried out with the company’s
goals and objectives in mind
 Organizational Objectives and Strategies
o Training can be classified as 1) learning and
2) re-learning new skills, attitudes, and
 competencies specifically needed to achieve
business objectives
o Training programs MUST be designed to
support the organizational objectives defined
by management through the competent and
well-trained employees
 Onboarding (Orientation and Socialization Activity)
o Orientation and socialization activities MUST be
provided to new employees to allow them to
understand the culture, values, and skills used in
the hiring organization which are likely different
from their previous work environment.
Training Process
o It starts with analyzing and identifying operational
and strategic training needs of the organization
and the employees
o Training objectives and training programs are
designed, developed, validated, and implemented
using various training methodologies based on the
results of the analysis
Evaluation of Training Efforts
o Success of the training programs is being assessed
based on the evaluation of outcome of the trainees’
competencies against expected competencies needed
to achieve organizational objectives
Benefits of Training
What are the benefits of training and development?
Develop new and specific skills which can help the
employees succeed in their jobs and in the future and which can
become competitive advantage for the organization
Develop skills to work “effectively in a team” can help raise
the employees’ awareness and understanding of team
members’ roles, company’s culture, and the expectation from all
departments of the organization
Help organizations achieve business goals when the training
programs are designed to increase the degree of knowledge
and skill transfer to the on-the-job performance
Problems of Training
What are the problems of training and development?
Cost of the training process can be substantial
o Hiring experts to teach; Trainees are paid to learn
instead of producing at work; Sending trainees to
seminar outside of the company
o new
Time consuming
o Time is always a constraint in company training either
too short to cover all needed material or too few topics
to be taught given a set time duration
Impact of training on business objectives can be hard to
assess
o Training process is complex and it takes time for
trainees to absorb and apply the material to their work
to make significant impact; it also requires excellent
trainers to ensure the quality of training which fits the
business objectives.
Training Program Development
What are the key factors in developing training programs?
1. Knowledge of how individuals learn
a) Classical conditioning
 Passive form of learning due to the
fact that individuals master first task
and second task naturally already;
when they apply their skills of first
task and second task
simultaneously to a new task – third
task – they learn this new task
automatically
b) Operant conditioning
 Learning through the experience of
either positive or negative
consequences
c) Modeling
 Learning through observation and
imitation of how others perform
 Social Learning Theory of Bandura
(1977)
Attention to details, retention of
received information, motor
reproduction of the information, and
motivation are critical factors to the
success of modeling
d) Cognitive learning
 New information received, stored
and retrieved successfully to
perform a new task or use a new
efficient and effective method to
perform an existing task
Five key factors that are critical to Adult learners when
conducting training
A. They need to know why they should learn something
  For example: They want to be promoted to manage
teams of junior associates; learning how to lead is
needed
B. They must have strong belief in self-directing
 For example: They are ambitious to be promoted and
initiate to learn other tasks which are done by their
peers or even their supervisors
C. They expect to be treated with respect because of their
great volume and different quality of experience than
the youth
 For example: Instructors of training session must not
treat like students in college; instead, use their
experience to lead the sessions and link their
experience to the objectives of the sessions
D. They are eager to learn when life-changing situations
exist and force them to perform effectively
 For example: During economic crisis employees are
more willing to learn new tasks because they are
concerned about their job security
E. They are more problem- or task-oriented
 For example: There is a complaint about how our
customer representatives answer phone calls. Training
should be created based on the actual recording of the
calls and target the problematic behaviors such as
angry tone of voice, inconsistent conversation speed,
or appropriateness of the answers given by the
customer representatives
2. Knowledge of what trainees contribute in the training
setting
o The learners’ goals towards the training
sessions impact the outcomes of the training
a. Mastery- Develop and master a new skill or
competence
b. Performance - Apply newly learned skills or
competence and score higher in performance
evaluations
o Intelligence level of the participants in the
training sessions is important to the success
of the training and this identified level can
develop the training sessions effectively
3. Knowledge of the learning environment.
o Minimize the gap between training setting and
the actual work setting so that learners can
apply what they learn
 On-job training
 On Site, but not on-the job ; and
 Off Site training
Orientation and Onboarding
What is onboarding process?
 Prepare new hires to adapt to new work environment,
equip them with the right mindset and skills needed in
the new environment so that they can achieve the
goals set out for them in a short period of time
Steps of onboarding process
I. Job fit (pre-orientation) should be done during the
hiring and selection stages
II. Employee orientation is a proactive approach to
provide insights of the company practices, policies, and
values and objectives to the new hires to ensure they
start with the right attitude and practices in their
positions
III. Post-orientation includes socialization and
acculturation activities in which the new hires are
formally and introduced to different teams gradually.
Evaluation may be conducted to gauge the
effectiveness of the orientation as well
What are the purposes of conducting orientation?
a. Provide clarity of company expectations and reduce
anxiety which new hires may have
b. Let new hires feel wanted and needed before probation
ends to reduce the possibility of costly high turnover
rate
c. Introduce on-job mentors to new hires who can count
on when they need help in future to save them and
company time when problems arrive
d. Align the new hires’ personal expectations with the
organization expectations to ensure they are setting
practical and realistic expectations.
The Training Process
Steps of training process
I. Analyze the needs of the organization
 Needs assessment to determine if training is
required to close the performance gaps
This assessment includes
a. Organization analysis which studies the
company’s statements and resource
availability, and determine the type of training
program needed to achieve these goals
b. Task analysis which studies the jobs in the
organizations and identify job-related duties,
skills and behaviors through detailed
information such as job descriptions
c. Person analysis which studies the
personnel’s readiness level and identify the
personnel to receive training
II. Determine objectives and instructional design of a
training program
 List the specific training objectives for each
program to address identified training needs
 It can be done by breaking down the
organizational training objectives
into several objectives
III. Develop program
IV. Choose the appropriate delivery methods and validate
the methods
 Validate the method using pilot test among a
mixed of new and experienced employees
and heads of the requesting departments and
adjust according to feedbacks.
V. Evaluate the effectiveness of the training program
 Prepare trainees to pay close attention to
learning outcomes expected
 Assessment outlines the evaluation criteria
and the means for measuring the results.
Actual skills and behavior vs.
Expected outcomes.
 Tool to use. Kirkpatrick’s and Phillips’ model of
learning analytics.
Level 1- REACTION: How did the participants feel about the
training program?
Tools: Surveys or feedback forms
Pros- Quick and very easy to obtain and not expensive to gather
or to analyze
Cons- Cannot tell if participants have learned the new skills
LEVEL 2 – LEARNING
Is there an increase in knowledge – before versus after training?
Tools: Pre- and Post-tests, simulations
Pros- Simple to set up and easy for measuring quantifiable skills
Cons- Can be short-term memory only.
LEVEL 3 – BEHAVIOR
Did the participants change their behavior and apply newly
learned skills on the job?
Tools: Use of control groups (employees who did not attend
training programs versus those who did) and survey or/and
interview; line managers are usually involved in assessment
Pros- Can really see the effectiveness of the application of the
participants in actual job setting
Cons- Take time to observe results.
LEVEL 4 – RESULTS
To what extent did the change in behavior affect the
organization?
Tools: Key performance indicators
Pros- Can measure output, quality, costs, time, and non tangible
outcomes
Cons- Difficult to measure the increase of organization’s
performance because of the new skills obtained by one
employee only.
LEVEL 5 – RETURN ON INVESTMENT
Compute the return on investment
Tools: Estimate or obtain measurements of expenses and
benefits connected with training program and compute ROI
Pros- Quantifiable and see the real effectiveness of the program
on organization
Cons- Difficult to compile the data and isolate the data
accurately to reflect the effects of the program.
Training Methods
-How to identify the right methods to use?
 Depend on the needs of the trainees and goals of the
program
 Depend on training budget and resources available
and time allocation
 No one method can fit all purposes
-Objective of any methods chosen is to empower the learner to
gain the required knowledge and skills, improve his/her job
performance, and eventually drive results aligned with
organization objectives.
Two main methods o Learners join different project teams to be
exposed to different parts of the business and
1) Instructor-led
learn through team setting
 Lecture
 Off-the-job training
o Classroom format
o Learning outside the scope of their job
o Used to teach information, policies, and
o Distance learning, graduate school, online
procedures
courses, vocational training courses
Pros- Fast and cost-effective
Pros- Wider range of skills or qualifications can be
Adjust pacing of learning depending on the obtained
level of training needs
Learn from outside experts
Most effective when interactive approaches
Build confidence
such as discussion and problem analysis are
Cons- Expensive
employed May need induction training before taking up
Cons- Boring
the specific off-the-job training
Passive participants may not learn as much Lost the employees after they go through
and as fast as active participants; outcomes
training successfully
vary
 Outdoor training 2) Technology-based Training
o Activities conducted outside company
premises
o Used to build team and leadership
Pros- Sharing of insights and learning experience is
facilitated
Encourage teamwork to solve problems
Cons- Distractions
 Training simulations
o Use technology to imitate real-life work
experience when real work system cannot be
accessed or be dangerous to practice in real
operations
Pros- Safe and can achieve various levels of training
closed to real work difficulties
Cons- Can be expensive
 On-the-job training
Carry out the actual work
o Demonstration method – learners observe
and learn from a colleague
o Coaching method – experienced employee
to train learners intensively on job skills
o Mentoring method – experienced employee
to guide learners job skills and provide
personal support
o Job rotation method – learners experience
a wide range of tasks in different departments
and learn through hands-on experience
Pros- Skills learned and remembered by performing
the task repeatedly in an actual work situation. No
additional cost added
Cons- Quality of work depends on the ability of trainer
and time availability
Bad habits can be learned
Potential disruption to work processes
 Project assignment