Copyright © 2011 Pearson Education, Inc.

publishing as
8–1
Prentice Hall
 Learning Objectives
1. Summarize the purpose and process of
employee orientation.
2. List and briefly explain each of the five
steps in the training process.
3. Describe and illustrate how you would
identify training requirements.
4. How to use training techniques.
 Purpose of Orientation

Orientation Helps New

Employees

Basic info and

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

8–3
 The Orientation Process

Employee benefit Company organization

information and operations

Personnel Employee Safety measures

policies Orientation and regulations

Daily Facilities
routine tour

8–4
 e.g. New Employee Orientation

Time Topic Method Activity

9:00-9:30 AM Welcome Speech Speech Talk & hand shake
by GM
9:30-10:00 AM Intro to Company Slide Slide Show &
Background Presentation Video Tape

3:00-4:00 PM Fire Safety Talk Security Fire Drill &

Manager Equipment

5
Training and development
• Training
– Is the process of teaching new or current
employees
the skills they need to perform their jobs
• Development
– Involves learning that goes beyond
today’s job

8–6
 The ADDIE Five-Step
Training Process
• Analyze
• Design
• Develop
• Implement
• Evaluate
 (I) Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

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

8–8
• Task analysis is a detailed study of the
job to determine what specific skills the
job requires. Assess new employees’
training need
• 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
 Exercise 1
• Imagine you are the manager of a
factory with 500 workers making
clothes for export to Europe.
• What information and evidence do you
need before you can say the
employees need training?
• Try to list 5 ideas.

10
 Response to exercise 1
• Accidents report • Staff discipline report
• Sick leave report • Staff enquiries &
• Employee complaints
compensation statistics • Guests complaints
• Product quality control
report • Refusal of orders made
• Wastage report • Quality of product
• Efficiency report report
• Machinery out-of-order • Market needs & trends
report • Demographic data &
background of
employees

11
FIGURE 8–2 Example of Competency Model for Human Resource Manager

8–12
 Performance Analysis:
Assessing Current Employees’ Training Needs

Specialized Software

Assessment Center
Results Performance Appraisals

Individual Diaries Methods Job-Related Performance

for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?

8–13
II Designing the training program

• Compile and produce training content including

workbook, exercise and activities

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 8–14

III Develop the course
 Propose technique such as on the job training and
computer assisted learning
 Desired end results

 Clear and concise objectives must be formulated

• Validate the training program by presenting it to small

representative audience

8–15
 Example :Preparing Training Plan

• Consider whether to design a long (5-10 years), medium

(3-5 years) or short (1 year) term plan.
• Ask your self “What are we going to achieve in the time
period?”
• Use a holistic approach by using a calendar for inputting
your training activities.

16
 Training Calendar Example

Training Area Month in the year

1 2 3 4 5 6 7...
Attitude
Train the trainer
Job competency
Sales techniques
Telephone manner
…
17
(IV) Implementing training program :
Training Methods

• On-the-Job Training • Computer & Internet

• Apprenticeship Training
• Job Instruction Training
• Lectures
• Programmed Learning
• Behavior modelling
• Audiovisual
• Vestibule Training
based training
 Teletraining and
Videoconferencing
 Computer-Based
Training (CBT)
 Simulated Learning
 Learning Portals

8–18
 (a)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
8–19
(b) Apprenticeship training
is a process by which people become skilled
workers, usually through a combination of
formal learning and long-term on-the-job
training.

(c) Job instruction training (JIT)

Many jobs (or parts of jobs) consist of a logical
sequence of steps that one best learns step-
by-step. This step-by-step training is called
job instruction training (JIT).
FIGURE 8–4 Job Instruction Training at UPS

8–21
(d) Lectures
• Lecturing is a quick and simple way to
present knowledge to large groups of
trainees, eg when the sales force needs to
learn a new product’s features.

(e) Programmed learning (or programmed

instruction)
• is a step-by-step, self-learning method that
consists of three parts –

8–22
 Programmed Learning

Presenting Providing
Allowing the
questions, facts, feedback on
person to
or problems to the accuracy
respond
the learner of answers

• Advantages
 Reduced training time
 Self-paced learning
 Immediate feedback
 Reduced risk of error for learner

8–23
(f) Behavior modelling
• Trainees are first shown good management technique in
a film, are asked to play roles in simulated situation, are
given feedback and praise by supervisor.
• Basic procedure:
• 1. modelling- trainees watch video example showing
model behave effectively in a problem situation
• 2. role play- Trainee get roles to play in simulated
situation; they are to practice effective behavior
demonstrated by model
• 3. social reinforcement- Trainer provide
reinforcement in a form of praise and constructive
feedback
• 4. Transfer of training- Trainees are encouraged to
apply their new skills when they are back on jobs

8–24
(g) Audio visual
• Use DVD, film and audiotapes

(h) Vestibule training

• Trainees learn on the actual or
simulated equipment they will use on
the job, but are trained off the job
(separate room or vestibule)
8–25
Computer & Internet-Based Training

Teletraining and Videoconferencing

Electronic Performance Support

Distance Systems (EPSS)
Learning
Methods Computer-Based Training

E-learning and learning portals

8–26
Off-the-Job Management Training &
development technique (manager)

• The case study • University related

method program
• Management • Role play
game • Corporate university
• Outside seminar
 (v) Evaluating the Training
• Designing the Evaluation Study
– Time series design
– Controlled experimentation
• Choosing Which Training Effects to Measure
– Reaction of trainees to the program (L1)
– Learning that actually took place(L2)
– Behavior that changed on the job(L3)
– Results achieved as a result of the training(L4)

8–28
Evaluating the Training based
on Donald Kirpatricks

➲ Level 1 The trainee reactions

➲ Level 2 The change in trainee learning
➲ Level 3 Behaviour change on the job
➲ Level 4 The results to the organisation
LEVEL DESCRIPTION
Level 1 • Did the trainees like the
program
• Did they feel it was valuable
• Did it meet their expectation
Level 2 • Did the trainee learn what they
were suppose to learn (skills,
principle and fact)
Level 3 • Did the trainee apply their newly
acquired skills and knowledge
to their job
Level 4 • Did the training have any
measurable business impact