Chapter 8

TRAINING AND DEVELOPING

EMPLOYEES
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Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 After studying this chapter, you should be able to:
1. Summarize the purpose and process of employee orientation.
2. List and briefly explain each of the four steps in he training process.
3. Discuss how you would motivate trainees.
4. Describe and illustrate how you would identify training requirements.
5. Explain how to distinguish between problems you can fix with training,
and those you can’t.
6. Explain how to use five training techniques.
7. List and briefly discuss the importance of the eight steps in leading
organizational change.
8. Answer the question, “What is organizational development and how does
it differ from traditional approaches to organizational change?”

Copyright © 2011 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Human
Resource Management, 12/e
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 Purpose of Orientation/Onboarding

Orientation Helps
New Employees

Know What
Feel Understand Begin the
Is Expected
Welcome the Socialization
in Work and
and At Ease Organization Process
Behavior

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 The Orientation Process

Company
Employee Benefit
Organization and
Information
Operations

Personnel Employee Safety Measures

Policies Orientation and Regulations

Daily Facilities
Routine Tour

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 The Training Process
• Training
 The process of teaching new employees the basic
skills they need to perform their jobs.
• Aligning Strategy and Training
 The firm’s training programs must make sense in
terms of the company’s strategic goals.
• Training and Performance
 Taking an integrated, goal-oriented approach to
assigning, training, assessing, and rewarding
employees’ performance.

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 The Training Process (cont’d)
The Five-Step Training and Development Process
(ADDIE)

1 Needs analysis

2 Instructional design
3 Develop the course
4 Implement the program
5 Evaluation

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 Training, Learning, and Motivation (cont’d)
• Make Skills Transfer Easy
1. Maximize the similarity between the training situation
and the work situation.
2. Provide adequate practice.

3. Label or identify each feature of the machine and/or

step in the process.
4. Direct the trainees’ attention to important aspects of
the job.
5. Provide “heads-up,” preparatory information that lets
trainees know what might happen back on the job.
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Resource Management, 12/e © 2008 Prentice Hall, Inc. All rights
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 Motivation Principles for Trainers
• People learn best by doing—provide as much
realistic practice as possible.
• Trainees learn best when the trainers
immediately reinforce correct responses.
• Trainees learn best at their own pace.
• Create a perceived training need in the
trainees’ minds.
• The schedule is important—the learning curve
goes down late in the day; less than full day
training is most effective.
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 Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing New Employees’ Assessing Current Employees’
Training Needs Training Needs

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 Performance Analysis/Assessing Current
Employees’ Training Needs

Assessment Center
Results Performance Appraisals

Methods for Job-Related

Individual Diaries
Identifying Performance Data
Training
Needs
Attitude Surveys Observations

Tests Interviews

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 Training, Learning, and Motivation
• Make the Learning Meaningful
1. At the start of training, provide a bird’s-eye view of
the material to be presented to facilitate learning.
2. Use a variety of familiar examples.

3. Organize the information so you can present it

logically, and in meaningful units.
4. Use terms and concepts that are already familiar
to trainees.
5. Use as many visual aids as possible.

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 Training Methods
• 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
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 On-the-Job Training

Steps to Help Ensure OJT Success

1 Prepare the Learner

2 Present the Operation

3 Do a Tryout

4 Follow Up

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 On-the-Job Training
• Apprenticeship training
• Informal Training
• Job instruction training
• Lectures
• Programmed learning
• Behavior modeling
• Computer-based training
• Simulated training

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 Training Methods (cont’d)
• Effective Lectures
 Don’t start out on the wrong foot.
 Give listeners signals.
 Be alert to your audience.
 Maintain eye contact with audience.
 Make sure everyone in the room can hear.
 Control your hands.
 Talk from notes rather than from a script.
 Break a long talk into a series of five-minute talks.
 Practice and rehearse your presentation.
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 Programmed Learning
The self-learning method

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

• Advantages
 Reduced training time
 Self-paced learning
 Immediate feedback
 Reduced risk of error for learner
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 Audio-visual and computer based training
(CBT)
• Advantages
 Reduced learning time
 Cost-effectiveness
 Instructional consistency

• Types of CBT
 Interactive multimedia training
 Virtual reality training

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 Management Development

Long-Term Focus
of Management
Development

Assessing the Appraising Developing the

company’s managers’ managers and
strategic current future
needs performance managers

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 Succession Planning

Steps in the Succession Planning Process

1 Anticipate management needs

2 Review firm’s management skills inventory

3 Create replacement charts

4 Begin management development

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 Management Development (cont’d)

Managerial
On-the-Job
Training

Coaching/
Job Action
Understudy
Rotation Learning
Approach

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 Management Development (cont’d)

Off-the-Job Management Training

and Development Techniques

The Case Study Method Role Playing

Management Games Behavior Modeling

Outside Seminars Corporate Universities

University-Related Programs Executive Coaches

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 Managing Organizational Change
and Development

What to Change

Attitude &
Strategy Culture Structure Technologies skills of the
Employees

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Resource Management, 12/e © 2008 Prentice Hall, Inc. All rights
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 Managing Organizational Change
and Development (cont’d)

The Human
Resource Manager’s
Role

Effectively
Organizing
Overcoming using
and leading
resistance to organizational
organizational
change development
change
practices

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Resource Management, 12/e © 2008 Prentice Hall, Inc. All rights
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 Managing Organizational Change
and Development (cont’d)

Overcoming Resistance to Change:

Lewin’s Change Process

1 Unfreezing
2 Moving
3 Refreezing

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Resource Management, 12/e © 2008 Prentice Hall, Inc. All rights
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