EMPLOYEE

TRAINING AND DEVELOPMENT

Chapter 2
LEARNING
OBJECTIVES:
Discuss the different
types of training.
1. Orientation
2. On-boarding
3. On-the-Job Training
LEARNING
OBJECTIVES:
Discuss the different
types of training:
4.Job Rotation
5.Managerial Training
6.Buddy System
7.Mentoring
8.Coaching
LEARNING
OBJECTIVES:
Discuss the different types of
training.
9. Case study
10. Role-playing
11. Vestibules/Simulators
12. Reskilling
13. Upskilling
14. Apprenticeship
TYPES OF TRAINING
Employee training and development
may be given while the employee is
on the job or away from the job, and
may include training in skilled, semi-
skilled, technical, clerical, and
supervisory work. It may be in any of
the following forms:
1. ORIENTATION OR INDUCTION OF NEW
EMPLOYEES
Orientation (sometimes called an
induction or "on-boarding") is the
process of introducing new,
inexperienced, and transferred
workers to the organization, their
supervisors, co-workers, work
areas, and jobs, and especially to
health and safety.
2. ONBOARDING
TRAINING
The onboarding process
includes getting login
credentials, gaining access to
tools, learning internal systems
and coming to understand the
company’s structure, goals,
culture, overall mission and
more.
For new hires, employee orientation
is a one-time event that welcomes
new employees to your company.
It's more general in focus.
Conversely, employee onboarding
is a series of events and trainings
(including orientation) that helps
new hires progress into successful
employees. It's more job- and
department-specific.
3. ON-THE-JOB TRAINING (OJT)

Learning while actually working

on the job makes the worker
acquire skills and learn new
techniques by doing the job
himself under the direction and
instruction of a training instructor
or supervisor.
 4. JOB
ROTATION

-is a practice of regularly

transitioning all employees between
different jobs to ensure they gain
exposure to various departments of
the company while learning and
improving their skill sets.
5. MANAGERIAL TRAINING
Managerial Training is a program that seeks to transition an
employee from having a team member to a team leader mindset.

Management training programs

should be designed to
accommodate the essential
employee skills requirements of
new, aspiring, and seasoned
managers alike.
MANAGERIAL TRAINING

Aspiring managers: For employees who desire a management

position but lack the experience, management training programs
provide a way in. They offer complete inclusivity to anyone
considering career advancement. And in a climate where 77% of
employees want to upskill (but 74% feel as though it’s a personal
responsibility), a management training program can give you a
competitive advantage.
MANAGERIAL TRAINING

New managers: Whether you hire them internally or externally, all

of the new managers can benefit from being enrolled in a
management training program, such as a professional business
organization course. Management training increases confidence in
a new manager’s transition as they’ll be trained on the aspects of
management that are most relevant to the business.
MANAGERIAL TRAINING

Seasoned managers: Even experienced managers need

additional training to keep up with changing demands. Managerial
training programs can refresh and refine large-scale empowerment,
communication, and relationship-building skills. They can also teach
managers how to utilize emerging technologies effectively.
6. INFORMAL
LEARNING (BUDDY SYSTEM)
Employees learn much from
peers. Surveys have found
as much as 80% of what
employees learn on the job,
they learn informally
(Dessler, 2011: 148).
 7. MENTORING
777.

A figure who is often 8 to 15 years

older, and 2 or 3 levels above
provides career advice, hints on how
to tackle problems, and
demonstrates interpersonal/political
8.COACHING skills by example.

(Understudy Method) = On a day-to-

day basis the manager notes what the
employee is doing properly and
improperly. The trainer should provide
advice on how the trainee can do
his/her job more easily and effectively.
9.CASE
STUDY
Trainees are given in-depth
descriptions (5 to 30 pages) of the
experiences of disguised
organizations. This allows them to
see the experiences of numerous
managers in a short period of time.
Hopefully, the trainees will not
repeat the same mistakes as the
characters in the case.
10. ROLE PLAYING
Role-play training is a learning
technique in which participants act
out scenarios under the guidance of
a trainer. This type of training can
create a safe environment for
employees to build confidence in
their abilities to succeed in their
jobs.
11.VESTIBULES/
SIMULATORS
Train on the same or at least
similar equipment in order to
learn how to operate planes,
ships, or autos. It is an
opportunity to practice,
sequenced learning,
knowledge of results, and
reinforcement.

FLIGHT SIMULATOR
12.RESKILLING
-the process of learning new
skills so you can do a different
job, or of training people to do
a different job.
13.UPSKILLING
-a workplace trend that provides training
programs and development opportunities
to expand an employee's abilities and
minimize skill gaps. Upskilling focuses on
improving current employees' skill sets so
they can advance in their jobs and find
different roles and opportunities within the
company.
14. APPRENTICESHIP
Provides beginning
workers with
comprehensive training in
the practical and
theoretical aspects of
work required in a highly
skilled occupation.
APPRENTICE
someone who has agreed
to work for a skilled
person for a particular
period of time and often
for low payment, in order
to learn that person's
Example
skills.
 REFERENCE
Human Resource Management
by: Dr. Marcelo, Marceo Jr., and Lopez