Construction Management Chair
Human Resource Management in Construction (COTM 3161)
Chapter-3
Developing People
Topic 1 & 2: Socialization, Training and
Development
Sisay Alemu
Feb,2023
Training and Development: Definition
Training is the formal and systematic modification
of behavior through learning which occurs as a
result of education, instruction, development and
planned experience.
Development is any learning activity, which is
directed towards future needs rather than present
needs, and which is concerned more with career
growth than immediate performance.
Organizational Socialization Definition
“The process by which an individual acquires the
social knowledge and skills necessary to assume an
organizational role.”
Organizational socialization, or onboarding, is a
process through which new employees move from
being organizational outsiders to becoming
organizational insiders.
Socialization, training and development
are all used to help new employees adapt to
their new organizations and become fully
productive.
Ideally, employees will understand and
accept the behaviors desired by the
organization, and will be able to attain their
own goals by exhibiting these behaviors.
Training, Development and Education
HRD programs are divided into three main categories:
Training, Development, and Education.
Training is the acquisition of technology, which permits
employees to perform their present job to standards. It
improves human performance on the job the employee is
presently doing or is being hired to do. Also, it is given
when new technology is introduced into the workplace.
Development is training people to acquire new
horizons, technologies, or viewpoints. It enables
leaders to guide their organizations onto new
expectations by being proactive rather than reactive. It
enables workers to create better products, faster
services, and more competitive organizations. It is
learning for growth of the individual, but not related to
a specific present or future job
Training, Development and Education
Education is training people to do a different job. It is often given to people
who have been identified as being promotable, being considered for a new job
either lateral or upward, or to increase their potential. Unlike training, which
can be fully evaluated immediately upon the learners returning to work,
education can only be completely evaluated when the learners move on to their
future jobs or tasks.
Distinction between Training and Education
The following table draws a distinction between training and
education more clearly.
Table 1: Training and Education
No. Training Education
1 Application Theoretical orientation
2 Job Experience Classroom learning
3 Specific Tasks General concepts
4 Narrow perspective Broad perspective
Distinction between Training and Development
The following table draws a distinction between training and
development more clearly.
Table 2: Training and Development
No. Learning Training Development
1 Who Non-managers Managers
2 What Technical Theoretical
3 Why Specific job General
4 When Short term Long term
Employee Training
Determining training needs
Specific training goals should be based
on:
Organization’s needs;
Type of work to be done; and
Skills necessary to complete the work.
Employee Training
Determining training needs
Indicators of need for more training:
Drops in productivity or inadequate job performance;
The installation of new equipment or techniques;
A change in working methods or products produced;
Increased rejects i.e. to reduce the amount of scrap and to
improve quality;
Rise in the number of accidents;
Promotion or transfer of individual employees; and
Labor shortage, necessitating the upgrading of some
employees.
Determining training needs:
The value added by training must be considered
versus the cost.
Training goals should be established that are
tangible, verifiable, timely, and measurable.
Employee Training
Purpose of Training
To increase productivity and quality.
To promote versatility and adaptability to
new methods.
To reduce the number of accidents.
To reduce labor turnover.
To increase job satisfaction displaying
itself in lower labor turn- over and less
absenteeism.
To increase efficiency.
Employee Training
Advantages and Disadvantages of Training
Advantages of training
Leads to improved profitability and/or more positive
attitudes toward profits orientation.
Improves the job knowledge and skills at all levels of the
organization.
Improves the morale of the workforce.
Helps people identify with organizational goals.
Helps create a better corporate image.
Fosters authentically, openness and trust.
Improves the relationship between boss and subordinate.
Aids in organizational development.
Learns from the trainee.
Helps prepare guidelines for work.
Employee Training
Disadvantages of training
Can be a financial drain on resources; expensive
development and testing, expensive to operate.
Often takes people away from their job for varying
periods of time.
Equips staff to leave for a better job.
Bad habits passed on.
Employee Development
This future-oriented set of activities is predominantly an
educational process.
All employees, regardless of level, can benefit from the
methods previously used to develop managerial
personnel.
Employee Development
Employee Development Methods
Job rotation: involves moving employees to various
positions in the organization to expand their skills,
knowledge and abilities.
Assistant to positions: allow employees with potential to
work under and be coached by successful managers.
Committee assignments: provide opportunities for:
Decision-making;
Learning by watching others; and
Becoming more familiar with organizational members
and problems.
Employee Development
Employee Development Methods
Lecture courses and seminars: benefit from today’s
technology and are often offered in a distance learning
format.
Simulations: include case studies, decision games and
role plays and are intended to improve decision-making.
Outdoor training: typically involves challenges which
teach trainees the importance of teamwork.
What Do Newcomers Need?
Clear information on:
Expectations
Norms
Roles
Values
Assistance in developing needed
Accurate help in interpreting events
Employee Orientation Programs
Reduce newcomer stress
Reduce start-up costs
Reduce turnover
Expedite proficiency
Assist in newcomer assimilation
Enhance adjustment to work group and norms
Encourage positive attitude
Orientation Program Content
Information about company as a whole
Job-specific information
start write
Company Information
Overview of company
Key policies and procedures
Mission statement
Company goals and strategy
Compensation, benefits, safety
Employee relations
Company facilities
Job-Specific Information
Department functions
Job duties and responsibilities
Polices, rules, and procedures
Tour of department
Introduction to departmental employees
Introduction to work group
A Large Company Procedure
Material distribution
Pre-arrival period
First day
First week
Second week
Periodic updates
Orientation Roles
Supervisor
Information source
Guide for new employees
Coworkers
Socialize into organization
Help learn norms of the work group and
organization
Orientation and the HRD Staff
HRD staff designs and implements
new employee orientation program
HRD schedules participation by
various level of management
HRD staff evaluates orientation
program and implements needed
changes
Common Problems in Employee
Orientation
Too much paperwork
Information overload
Information irrelevance
Scare tactics
Too much “selling” of the
organization
Common Problems in Employee
Orientation – 2
Too much one-way communication
One-shot mentality
No evaluation of program
Lack of follow-up
Designing and Implementing an
Orientation Program
Set objectives
Research orientation as a concept
Interview recent new hires
Survey other company practices
Review existing practices
Select content and delivery method
Pilot and revise materials
Designing and Implementing an
Orientation Program – 2
Produce and package the printed and
audiovisual materials
Train supervisors and install program
Evaluate program effectiveness
Improve and update program
