BITS Pilani

Hyderabad Campus

Chapters to be Covered
Chapter 9: Training, Development and
orientation
Learning Objectives

• Understand steps of training

process
• Design of training program
• Identify methods of training
• Evaluation of training
• Orientation & induction

BITS Pilani, Hyderabad Campus

IBM

BITS Pilani, Hyderabad Campus

TRAINING & DEVELOPMENT

Training—provide employees
– With specific skills, or
– Help correct deficiencies in performance
– Activities designed to provide learners with the knowledge and skills needed for
their present jobs

Development—effort to provide abilities the

organization will need in the future
Learning that goes beyond todays job and has
more long term focus

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Difference between training & deveoplemt

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Steps in the Training Process

The Four-Step Training Process

1 Needs analysis

2 Instructional design
Deciding on objectives of T&D
Designing the measures of success

3 Designing the T&D Programme

4 Implementation

5 Evaluation
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Step -1 Analyzing Training
Needs

Training Needs Analysis

Group or Organizational
Analysis
(Goals of the organization and
trends likely to affect these
goals)
Individual Analysis
Performance Appraisal, KSA
analysis

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Need analysis

Task analysis

Employers use task analysis to determine new

employees training needs
It is detailed study of the job to determine what
specific skill- such as soldering (in case of
assembly workers) or interviewing (in case of
supervisor) is required.

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BITS Pilani, Hyderabad Campus
 Task
Analysis
Record
Form

Table 8–1
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Performance analysis
Verifying there is performance deficiency and determine
whether that deficiency should be rectified through
training or through some other means.
“ I expect each salespersons to make 10 new contracts per
week, but john average only six’
Other plants our size average no more than 2 accidents per
month; we are averaging five”

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Performance analysis

For current employees,

distinguishing between “can’t do”
and won’t do” problem is heart of
performance analysis.

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Initiatives to Rectify Performance
Discrepancy Performance Discrepancy

Yes

Is it worth fixing

Yes

Reward/Punishment Obstacles in the

KSA Deficiency Inadequate Feedback
Incongruence System

Yes Yes Yes Yes

Choose Appropriate Change Provide Proper

Remove Obstacles
Remedy Contingencies Feedback

Job Aid

Training

Practice

Change the Job

Transfer or Terminate

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Competency models
Determine the level at which particular job positions need to
perform (basic level, intermediate level. Advanced level)
Identify skill gap (mising links)
Identify the training

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Required competencies

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Actual level & gap

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Step-2 :Setting training objectives
“ a description of performance you want learners to be able
to exhibit before you consider them competent”

Eg: Given a tool kit and a service manual, the technician

will be able to adjust the registration on this canon
duplicator within 20 minutes according to the
specifications.
(what you want trainees to be able to do, demonstrate or
explain)

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Setting training objectives

Objective is clear- trainees know exactly

what is expected from them and how will
they be tested
End result is observable and measurable
Action verbs like define, state, justify, select,
indicate, analyze, identify, criticize,
summarize, evaluate, attitude preferred
etc

Human Resource Management, 5E 17

BITS Pilani, Hyderabad Campus
Step-3 Design of Training program

In selecting T & D best methods, trade off exists ie no single

technique is always best, the best methods depends on:
Cost effectiveness (training delivery methods used)
Training objectives (subject area)
Learning principles
Appropriateness of facilities ,time , duration,
environment
Trainees preference and capabilities (skill)
Trainers preference and capabilities (knowledge ,
skill)

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BITS Pilani, Hyderabad Campus
Design of Training program (content)
Learning style (principles) and training methods should
match
Learning principles are guidelines to the ways in which
people learn most effectively
More the principles are reflected in trianing , the more
effective training is likely to be

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Objectivesandtrainingmethodsshouldmatch (sixtrainingorientations )

content

field study, internship,

Self study, lecturers,
apprenticeship,
seminars (academic)
understudy (activity)

concept practice
Role play, case studies,
GD, games, skill
building workshop,
sensitivity training,
labs team development,
intragroup
development , process
consultation

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o
pr
 Learning principles
• Participation: leads to motivation, reinforcement ,
learn faster, long lasting; eg-bicycle riding
• Repetition: active practice; opportunity to
practice on learned task
• Relevance: material learnt during training exp
should have relevance for job situation
• Transference : should be able to transfer in
job (training should match job demand)
• Feedback : continuous feedback is required
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The OJT Training Method
On-the-Job Training (OJT) Advantages
– Having a person learn a • Inexpensive
• Learn by doing
job by actually doing the
• No disruption in work
job.
• Immediate feedback
Types: • Less preparations required
– Orientation
– Job Instruction
– Internship
– apprenticeship
– Coaching or understudy
– Job rotation

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Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

Job Instruction Training at UPS

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Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

 The 25 Most Popular Apprenticeships
According to the U.S. Department of Labor apprenticeship database, the occupations listed below had
the highest numbers of apprentices in 2001. These findings are approximate because the database
includes only about 70% of registered apprenticeship programs—and none of the unregistered ones.

• Boilermaker • Machinist
• Bricklayer (construction) • Maintenance mechanic (any industry)
• Carpenter • Millwright
• Construction craft laborer • Operating engineer
• Cook (any industry) • Painter (construction)
• Cook (hotel and restaurant) • Pipefitter (construction)
• Correction officer • Plumber
• Electrician • Power plant operator
• Electrician (aircraft) • Roofer
• Electrician (maintenance) • Sheet-metal worker
• Electronics mechanic • Structural-steel worker
• Firefighter • Telecommunications technician
• Tool and die maker

Figure 8–2
Source: Olivia Crosby, “Apprenticeships,” Occupational Outlook Quarterly, 46, no. 2 (Summer 2002), p. 5.
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BITS Pilani, Hyderabad Campus
Managerial on-the-Job Training
Job rotation
– Moving a trainee from department to department to
broaden his or her experience and identify strong and
weak points.
Coaching/Understudy approach
– The trainee works directly with a senior manager or
with the person he or she is to replace; the latter is
responsible for the trainee’s coaching.
Action learning
– Management trainees are allowed to work full-time
analyzing and solving problems in other departments.

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reserved.
BITS Pilani, Hyderabad Campus
Off the job -Training Methods

Off the job techniques Advantages

• Lecture /seminar • No stress, frustration and
bustle of the workplace
• Role playing
• May be exposed to new and
• Case study innovative ideas
• Vestibule system
• Behavior modeling
• Business games
• In basket training
• Self study
• Programmed Instruction

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Programmed instruction

BITS Pilani, Hyderabad Campus

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

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Human Resource Management (MM ZC441) BITS Pilani, Pilani Campus

Training and Development Methods
Case study method
– Managers are presented with a description of an
organizational problem to diagnose and solve.
Management game
– Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
Outside seminars
– Many companies and universities offer Web-based
and traditional management development seminars
and conferences.

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reserved.
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Vestibule Training

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Sensitivity Training

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 Role playing
– Creating a realistic situation in which trainees assume
the roles of persons in that situation.
Behavior modeling
– Modeling: showing trainees the right (or “model”) way
of doing something.
– Role playing: having trainees practice that way
– Social reinforcement: giving feedback on the trainees’
performance.
– Transfer of learning: Encouraging trainees apply their
skills on the job.

© 2005 Prentice Hall Inc. All rights

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reserved.
BITS Pilani, Hyderabad Campus
Objectives and training methods should match (six training
orientations )
content

field study,
Self study, lecturers, internship,
seminars (academic) apprenticeship,
understudy (activity)

concept practice
Role play, case
studies, GD, games,
skill building
workshop, sensitivity
labs training, team
development,
intragroup
development ,
process consultation

s
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o
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Training methods and activities for
which they are used

BITS Pilani, Hyderabad Campus

BITS Pilani, Hyderabad Campus
Learning principles
Participation: leads to motivation, reinforcement ,
learn faster, long lasting; eg-bicycle riding
Repetition: active practice; opportunity to practice on
learned task
Relevance: material learnt during training exp should have
relevance for job situation
Transference : should be able to transfer in job (training
should match job demand)
Feedback : continuous feedback is required

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BITS Pilani, Hyderabad Campus
Learning principles in different T&D methods
Methods Participa repetition releva transfer Feed
tion nce ence back
Job instruction training yes yes yes yes ST
Job rotation yes sometimes yes ST no
apprenticeships yes sometimes yes ST ST
lecture no no no ST no
Video presentation no no no yes no
Vestibule training yes yes someti yes ST
mes
Role playing yes sometimes some no ST
ttimes
Case study yes sometimes someti ST ST
mes
simulation yes sometimes ST ST ST
Programmed learning yes yes No yes yes
Laboratory training yes yes no yes

BITS Pilani, Hyderabad Campus

Media used ( T&D delivery systems)
Corporate Universities
Colleges and universities
E Learning

Human Resource Management, 5E 38

BITS Pilani, Hyderabad Campus
Off-the-Job Management Training and Development Techniques (cont’d)

Corporate universities
– Provides a means for conveniently
coordinating all the company’s training
efforts and delivering Web-based
modules that cover topics from strategic
management to mentoring.

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BITS Pilani, Hyderabad Campus
E- learning
– Also known as “distributed learning”, “distance e learning”;
“online training” :form of learning that uses a network for
delivery, interaction or facilitation. The network might include
LAN, WAN, Intranet, internet
– Lower costs
– Time savings
– Flexibility
– Faster response
– High degree of interactivity

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E- Learning
Disadvantages:
E-learning is compatible only if organizations has learning
culture(help of senior mgmt, right business model, right
personnel to implement)
E- learning could become boring text based course if not
designed properly
E- learners may experience loneliness

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Evaluating the Training Effort
Kirkpatrik model
Training effects to measure
– Reaction of trainees to the program
– Learning that actually took place
– Behavior that changed on the job
– Results that were achieved as a result
of the training
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Levels of Training Evaluation
Levels Questions being asked Measures

Accidents
Quality
Productivity
Is the Turnover
organisation or Morale
unit better because of Costs
Result Profits
the training?

Performance
Are trainees behaving differently on Appraisal by
the job after training? Are they superior, peer,
using the skills and knowledge they client,
Behaviour subordinate
learnt in training?

Written tests
To what extent do trainees have greater Performance
knowledge or skill after the training tests
programme than they did before? Graded
Learning
simulations

Did the trainees like the programme, the trainers, the

facilities? Do they think the course was useful? What
Questionnaires
improvement can they suggest?
Reaction

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Level-1 Reaction

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Level-2

BITS Pilani, Hyderabad Campus

Orientation: Definition

• Systematic and planned introduction of the (new)

employees to their jobs, their co-workers and the
organization.
• Also called ‘induction’.

BITS Pilani, Pilani Campus

What is induction?

• Once an employee is selected and placed on an

appropriate job, the process of familiarizing him with
the job and the organization is known as induction.

• Induction is the process of receiving and welcoming

an employee when he first joins the company and
giving him basic information he needs to settle down
quickly and happily and start work. 

BITS Pilani, Pilani Campus

Purpose of Orientation

Orientation Helps New

Employees

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

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Induction is designed to achieve
the following objectives
 To help the new comer to overcome his shyness and overcome his
shyness nervousness in meeting new people in a new environment.
 To give new comer necessary information such as location of a café,
rest period etc.
 To build new employee confidence in the organization.
 It helps in reducing labor turnover and absenteeism.
 It reduces confusion and develops healthy relations in the
organization.
 To ensure that the new comer does not form false impression and
negative attitude towards the organization.
 To develop among the new comer a sense of belonging and loyalty
to the organization.

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The Orientation Programme

Employee benefit
Job Duties
information

Personnel
Employee Safety measures
policies and
Orientation and regulations
organizational issues

Introductions to Facilities
company’s organisation tour

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Topics covered in Employee
Orientation Programme
Topic Sub-Topics
Organizational Issues  History of organization
 Names & titles of key executives
 Employee’s title & department
 Layout of physical abilities
 Probation period
 Product line or services provided
 Overview of production process
 Company- rules & policies
 Disciplinary regulations
 Employee handbook
 Safety handbook

Employee Benefits  Pay scale, benefits and perks

 Vacations & holidays
 Rest breaks
 Training & education benefits
 Counselling
 Insurance & Retirement benefits
 Rehabilitation policies and programmes

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Topics covered in Employee
Orientation Programme (Contd. )
Topic Sub-Topics
Introduction  To supervisor
 To trainers
 To co-workers
 To HR specialist/ Counsellor
Job Duties  Job location
 Job tasks
 Job responsibilities
 Job safety requirements
 Overview of job
 Job objectives
 Link with other jobs

BITS Pilani, Pilani Campus

Employee Orientation
Program

BITS Pilani, Hyderabad Campus