PART THREE TRAINING AND DEVELOPMENT (Chapter 7)

L e c t u r e T N i n e

Lecture Outline
Training and Developing
Employees
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Strategic Overview
Orienting Employees

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Why Orientation is Important

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Using Orientation to Reduce Stress
The Training Process In Brief: This chapter is devoted to

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Why the Training Business is Booming the issue of ongoing training and
The Five-Step Training and Development Process
development of employees. Needs

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Training and Learning
analysis, techniques, purposes, and
Motivate the Learner
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Legal Aspects of Training
Analyzing Training Needs Additionally, the chapter points out
Task Analysis: Assessing New Employees’ Training the importance of new employee
Needs orientation and lists some of the
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Performance Analysis: Assessing Current Employees’ important things to cover during that
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Training Needs
process.
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Traditional Training Methods

On-the-Job Training
Apprenticeship Training Interesting Issues: New employee
Informal Learning orientation has been shown to have
Job Instruction Training measurable and positive effects on
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Lectures employee retention and satisfaction.

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Programmed Learning In spite of this, many organizations

Audiovisual Tools
do not have a formalized orientation
Simulated Training
Electronic Training process and each employee gets a
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Computer-Based Training different orientation to the

Electronic Performance Support Systems (EPSS) organization. For those students
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Distance and Internet-Based Training who have been employed, it may be

Strategic HR useful to discuss their experiences
High-Performance Insight
and frustrations or satisfaction with
Strategic HR
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Training for Special Purposes

orientations.
Literacy Training Techniques
AIDS Education
Training for Global Business
Diversity Training

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 Lecture Outline (cont.)
Customer Service Training
The New Workplace
Teamwork Training
Providing Lifelong Learning
Managerial Development and Training
What is Management Development?
The New Leadership Development Methods
Managerial On-the-Job Training
Research Insight
Off-the-Job Training and Development Techniques
Executive Development in Global Companies
Evaluating the Training Effort
Designing the Study
Training Effects to Measure

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ANNOTATED OUTLINE

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I. Orienting Employees

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A. Why Orientation Is Important – Employee orientation programs provide new

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employees with the basic background information required to perform their jobs
satisfactorily.
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B. Using Orientation to Reduce Stress – The HR specialist usually performs the first
part of the orientation by explaining basic matters, then introduces the new
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employee to his/her supervisor, who familiarizes the new employee with the
workplace to help reduce first day jitters.
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II. The Training Process

A. Why the Training Business is Booming – Training refers to the methods used to
give new or present employees the skills they need to perform their jobs. Such
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trends as rapid technological changes, increasing demands for improved quality,

and increasing competition help explain why training is booming.
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B. The Five Step Training and Development Process includes: 1) needs analysis; 2)
instructional design; 3) validation; 4) implement the program; and 5) evaluation
and follow-up.
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C. Training and Learning

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1. Make Learning Meaningful – Material that is meaningful is usually easier for

trainees to understand and remember.
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2. Make Skills Transfer Easy – Make skills and behaviors easy to transfer from
the training site to the job site.

III. Motivate the Learner

A. Motivate the Learner by: providing as much realistic practice as possible;

reinforcing correct responses immediately; letting trainees pace themselves;

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 creating a perceived training need in the trainees’ minds; and scheduling
effectively.

B. Legal Aspects of Training – Trainers need to be knowledgeable of how various

laws apply to training program design and implementation, as well as the
hazards of negligent training.

C. Analyze Training Needs – Two main ways to identify training needs are: task
analysis (an analysis of the job’s requirements) and performance analysis (an
analysis to verify if there is a performance deficiency).

D. Task Analysis: Assessing New Employees’ Training Needs – A task analysis can
be use to determine the training needs of new employees. A task analysis record
form can also be used. It contains the following information: task list; when and
how often performed; quantity, quality performance standards; conditions under
which performed; skills or knowledge required; and where best learned.

E. Performance Analysis: Assessing Current Employees’ Training Needs - There are

several methods that can be used to identify an employee’s training needs,

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including: supervisor, peer, self, and 360-degree performance reviews; job-
related performance data; observation by supervisors or other specialists;

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interviews with the employee or his/her supervisor; tests of things like job

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knowledge, skills, and attendance; attitude surveys; individual employee daily
diaries; and assessment centers.

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IV. Traditional Training Methods

A. On-the-Job Training (OJT) means having a person learn a job by actually

doing it, and involves the following: preparing the learner; presenting the
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operation; doing a tryout; and follow-up.

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B. Apprenticeship Training is a structured process by which people become

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

C. Informal Learning involves learning through day-to-day unplanned

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interactions between the new worker and his/her colleagues.

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D. Job Instruction Training refers to teaching a new employee the logical

sequence of steps in a job step-by-step.
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E. Lectures are quick and simples way to provide knowledge to large groups of
trainees.
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F. Programmed Learning is a step by step self-learning method that consists of:

1) presenting questions, facts, or problems to the learner; 2) allowing the
person to respond; and 3) providing feedback on the accuracy of the
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answers.

G. Audiovisual Tools include: films, PowerPoint presentations, video

conferencing, audiotapes, and videotapes.

H. Simulated Training is a method in which trainees learn on the actual or

simulated equipment they will use on the job, but are actually trained off-the
job.

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 V. Electronic Training

A. Computer-Based Training is where the trainee uses computer-based and/or

CD/ROM systems to increase his/her knowledge or skills.

B. Electronic Performance Support Systems (EPSS) are sets of computerized tools

and displays that effectively automate and integrate training, documentation, and
phone support, thus enabling individuals to provide support that’s faster, cheaper,
and more effective than the traditional methods.

C. Distance and Internet-Based Training – Distance learning methods include

traditional paper-and-pencil correspondence courses, as well as teletraining,
videoconferencing, and Internet-based classes.

1. Teletraining is where a trainer in a central location teaches groups of

employees at remote locations via television hookups.

2. Videoconferencing allows people in one location to communicate live via a

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combination of audio and visual equipment with people in different locations–
another city or country or with groups in several cities.

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3. Training Via the Internet and/or Intranets is being used to deliver computer-
based training.

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a. Strategic HR – In order to maintain competitive after a major downsizing
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and merger, GTE decided to strategically reduce its training cost by
delivering half of their training via their intranet. Delta and other
companies are also delivering some of their training online.
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4. Learning Portals, also called Enterprise Information Portals (EIPs), like

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Yahoo! And other windows to the Internet, are enabling some categories of a
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firm’s employees to access all the corporate applications they need, like
industry news and competitive data, or tools to analyze data. There are also
business to consumer (B2C) portals and business-to-business (B2B) portals.

a. High-Performance Insight—This dialogue describes ADC

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Telecommunications decision to deliver training programs online.

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b. Strategic HR – Channel 4’s new strategy required them to institute

training programs to support an expanded sales force and new high-tech
control system.
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VI. Training for Special Purposes

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A. Literacy Training Techniques – Because functional illiteracy is a serious problem,

many employers are testing job candidates' basic skills and setting up basic skills
and literacy programs.
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B. AIDS Education programs are being set up by many employers to provide

detailed information about AIDS.

C. Training for Global Business has become an essential organizational factor in a

global marketplace to avoid lost business due to various cultural issues.

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 D. Diversity Training aims to create better cross-cultural sensitivity by fostering more
harmonious working relationships among a firm’s employees.

E. Customer Service Training is increasing because more firms are finding it

necessary to compete based on quality of service to increase their business.

F. Teamwork Training – Employees must be trained to be good team members.

VII. Providing Lifelong Learning

A. What is Management Development? It is any attempt to improve managerial

performance by imparting knowledge, changing attitudes, or increasing skills.

B. The New Leadership Development principles include: 1) using practical, concrete

content, not academic or theoretical; 2) structuring job-related activities rather
than those irrelevant to the real work of the organization; 3) involving, emotionally
engaging, action-oriented learning methods and activities; 4) creating ongoing
activities and short sessions; 5) focusing on implementation skills rather than
stopping at problem-solving and decision-making skills; 6) emphasizing learning

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that can be applied immediately; 7) generating accountability on the part of
participants; 8) using the most respected, talented executives of the organization;

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and 9) organizing groups from the same organizational level.

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C. Managerial On-The-Job Training methods include: job rotation; coaching/

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understudy approach; and action learning.
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1. Job Rotation means moving management trainees from department to
department to broaden their understanding of all parts of the business.

2. Coaching/Understudy Approach is where a trainee works directly with a

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senior manager or with the person he/she is to replace, and the latter is
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responsible for coaching the trainee.

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3. Action Learning programs give managers and others released time to work
full-time on projects to analyze and solve problems in departments other than
their own.
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a. Research Insight – Some research suggest that in addition to shattering

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the glass ceiling for women for equity sake, women may make better
managers than men these days.

C. Off-the-Job Training and Development Techniques are also used to train and
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develop managers.
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1. The Case Study Method presents a trainee with a written description of an

organizational problem; then, he/she analyzes the case, diagnoses the
problem, and presents his/her findings and solutions in a discussion with
other trainees.
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2. Management Games is where trainees are divided into five- or six-person

groups, each of which competes with the others in a simulated marketplace.

3. Outside Seminars are offered by many companies and universities.

4. University-Related Programs provide executive education and continuing

education programs in leadership, supervision, and the like.

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 5. Role Playing is aimed at creating a realistic situation and then having the
trainee assume the parts (roles) of specific persons in that situation.

6. Behavior Modeling involves showing the trainee the correct way to do

something, letting the trainee practice the correct way, and giving the trainee
feedback on his/her performance.

7. Corporate Universities and In-House Development Centers are being

established by many companies to expose prospective managers to realistic
exercises to develop improved management skills.

D. Executive Development in Global Companies are being instituted to enhance the

executives’ effectiveness in international assignments.

VIII. Evaluating the Training Effort

A. Designing the study – The evaluation process of choice is controlled

experimentation, which uses both a training group and a control group (that

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receives no training) to assess their before and after performance in order to
determine the extent to which performance in the training group resulted from the

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training itself rather than some organization-wide change.

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B. Training Effects to Measure: 1) Reaction; 2) Learning; 3) Behavior, and 4)

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Results.
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KEY TERMS
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employee orientation A procedure for providing new employees with basic background
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information about the firm.

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training The process of teaching new employees the basic skills they need to
perform their jobs.

negligent training A situation where an employer fails to train adequately, and the
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employee subsequently harms a third party.

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task analysis A detailed study of a job to identify the skills required.

performance analysis Verifying that there is a performance deficiency and determining whether
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that deficiency should be corrected through training or through some

other means (such as transferring the employee).
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on-the-job training (OJT) Training a person to learn a job while working at it.

apprenticeship training A structured process by which people become skilled worker through a
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combination of classroom instruction and on the job training.

job instruction training Listing of each job's basic tasks, along with key points in order to provide
(JIT) step-by-step training for employees.

programmed learning A 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 or her answers.

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 simulated training Training employees on special off-the-job equipment, as in airplane pilot
training, whereby training costs and hazards can be reduced.

job aid A set of instructions, diagrams, or similar methods available at the job
site to guide workers.

electronic performance Sets of computerized tools and displays that automate training,
support systems (EPSS) documentation, and phone support, integrate this automation into
applications, and provide support that’s faster, cheaper, and more
effective than traditional methods.

lifelong learning Providing continuing training from basic remedial skills to advanced
decision-making techniques throughout the employees’ careers.

management Any attempt to improve current or future management performance by

development imparting knowledge, changing attitudes, or increasing skills.

succession planning A process through which senior-level openings are planned for and

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eventually filled.

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job rotation A management training technique that involves moving a trainee from

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department to department to broaden his or her experience and identify
strong and weak points.

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action learning
rs e A training technique by which management trainees are allowed to work
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full time analyzing and solving problems in other departments.

case study method A development method in which the manager is presented with a written
description of an organizational problem to diagnose and solve.
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management game A development technique in which teams of managers compete with one
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another by making computerized decisions regarding realistic but

simulated companies.

role playing A training technique in which trainees act out the parts of people in a
realistic management situation.
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behavior modeling A training technique in which trainees are first shown good management
techniques in a film, are then asked to play roles in a simulated situation,
and are then given feedback and praise by their supervisor.
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in-house development A company-based method for exposing prospective managers to realistic

center exercises to develop improved management skills.
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controlled Formal methods for testing the effectiveness of a training program,

experimentation preferably with before-and-after tests and a control group.
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DISCUSSION QUESTIONS

1. "A well-thought-out orientation program is essential for all new employees, whether they have
experience or not." Explain why you agree or disagree with this statement. New employees
can suffer from a significant amount of anxiety during the first few days on the job as they find
themselves in an environment and culture that they are not familiar with. Those with little job

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 experience may find it especially difficult without an orientation since they have little other experience
on which to base their expectations. A well-developed orientation program will socialize new
employees into important organizational values, whereby their chances of easing smoothly into the
organization are improved.

2. You're the supervisor of a group of employees whose task it is to assemble disk drives that go
into computers. You find that quality is not what it should be and that many of your group's
devices have to be brought back and reworked; your boss says that "You'd better start doing
a better job of training your workers." (a) What are some of the "staffing" factors that could be
contributing to this problem? The problem could be related to inadequate training. Other staffing
factors that could be contributing to this problem are improper selection criteria resulting in the wrong
people being selected for the jobs. Performance criteria may be unclear or unenforced. The climate
or the values may be non-productive for any number of reasons.

(b) Explain how you would go about assessing whether it is in fact a training problem. Use
performance analysis to appraise the performance of current employees while determining if training
could reduce performance problems; if so, training is the place to start. Several steps are
recommended in the text for accomplishing the performance analysis. In the process, you will learn
whether it is a "can't do" or "won't do" situation. Other factors in the motivational model would also

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need to be assessed, including the working conditions and quality of supervision.

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3. Explain how you would apply our principles of learning in developing a lecture, say, on

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orientation and training. Student answers should reflect the issues identified in the guidelines in the
section on lectures. As an exercise, you might have students develop and deliver a lecture (perhaps

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on one section of this chapter). Then ask the students to critique each other based on the guidelines
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summarized in the section on lectures.
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4. John Santos is an undergraduate business student majoring in accounting. He has just failed
the first accounting course, Accounting 101, and is understandably upset. Explain how you
would use performance analysis to identify what, if any, are John's training needs. The first
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thing that needs to be determined is if this is a "can't do" or a "won't do" situation. It is possible that
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as a first-year student, John has spent more time socializing and not enough time studying. This
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would indicate a need for training on studying skills and prioritization. It is also possible that John
really does not have the necessary basic skills that he needs in order to be successful in this course.
This could be determined through some testing to see if he has the prerequisite knowledge and skills.
If it is a problem, remedial training or courses would be appropriate. A third possibility is that John
simply does not really have the interest or natural inclinations that would make him successful in the
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accounting area. This could be determined through some testing and career interest surveys. If this
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is the case, training is not appropriate, but rather John should be counseled to change majors.

5. What are some typical on-the-job training techniques? What do you think are some of the
main drawbacks of relying on informal on-the-job training for breaking new employees into
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their jobs? The most common is the understudy or coaching technique. Others include
apprenticeship training and job rotation. There are several possible drawbacks to OJT: (1) not every
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employee will get the same basic information, in fact, some may not get basic, fundamental
information; (2) the quality of the training is highly dependent on the training skills of the employee
who supervises the OJT...and that person's skills and training are usually not in the area of training;
(3) the new employee may get false information or detrimental inculturation depending on the
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employees that conduct their OJT.

6. One reason for implementing global training programs is the need to avoid lost business ". . .
due to cultural insensitivity." What sort of cultural insensitivity do you think is referred to, and
how might that translate into lost business? The cultural insensitivities would include cross-
cultural values, assumptions concerning communication, identity issues, etiquette, lifestyles, style of
dress, etc. Any of these can result in unintentional insults or offending people that can easily make
those people reluctant to do business with you.

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 What sort of training program would you recommend to avoid such cultural insensitivity?
There are a wide variety of programs and consultants that specialize in these areas. It is important to
have someone who is knowledgeable in these areas conduct the training to assure that the correct
information and guidance is given.

7. Describe the pros and cons of five management development methods. Job rotation: broadens
experience and helps the candidate find what he or she prefers. Coaching/Understudy: works
directly with the person he or she will replace, helps assure trained managers are ready to assume
key positions. Action Learning: allows special projects to be handled. Case Study Method:
classroom oriented, gives real-life situations, allows analysis and reflection. Management Games:
learn by getting involved, competition, emphasizes the need for planning, problem-solving skills,
teamwork. Outside Seminars: CEUs, developed by experts, time away from pressures of work.
University-Related Programs: certifications and degrees, theoretical knowledge, sharing with
students from other industries. Role Playing: opportunity to work through probable situations,
negative views of role-playing. Behavior Modeling: effective, learning and skill development,
reinforces decisions immediately. In-House Development Centers: tailored to the needs of the
company, expensive. Students should be able to come up with additional pros and cons for each
method.

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8. Do you think job rotation is a good method to use for developing management trainees? Why

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or why not? Most students will probably support job rotation for management trainees. It gives the

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trainee the opportunity to experience several areas and to develop cross-departmental skills and
cooperation. It also gives the trainee the chance to experience different areas to see what he or she

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likes.
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INDIVIDUAL AND GROUP ACTIVITIES
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1. Pick out some task with which you are familiar – mowing the lawn, tuning a car – and develop
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a job instruction training sheet for it. There is an example of a job instruction training sheet for
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operating a large motorized paper cutter in Table 7.1. Students should be able to put the task they
select into the format given.

2. Working individually or in groups, you are to develop a short programmed learning program
on the subject “Guidelines for Giving a More Effective Lecture.” Students should use the
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guidelines listed in the programmed learning section of the chapter, but should not forget that this
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assignment is not just listing guidelines. They are to develop a programmed learning that 1) presents
questions, facts, or problems to the learner, 2) allows the person to respond, and 3) provides
feedback to the learner on the accuracy of his or her answers.
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sh

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