CHAPTER 5

TRAINING AND HR DEVELOPMENT

I. Overview on training and HR

development
II. Training and development process
III. Methods of training & development

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 I. Overview on training and HR development

1. Definition
Training and development
A process of providing
knowledge and improving skills,
enhancing professional virtue
for employees to meet job
demand both current and
future.
 Employee training
Employee training is now-oriented
• designed to achieve a relatively permanent change
in an individual that will improve his or her
performance.
• The process of teaching new employees the basic
skills they need to perform their jobs .
• training goals should be tangible, verifiable, timely,
and measurable.
Training is either on-the-job or off-the-job
Employee development is future-oriented.
helps employees to understand cause and
effect relationships, learn from experience,
visualize relationships, think logically.
not only for top management candidates; all
employees benefit
 Comparation bet training and development

Indicator Training Development

Concentrate Current job Future job
Scope Individuals Individuals &
organization
Time Short term Long term
Objective Solve for the lack of current Prepare for future
knowledge and skills

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2. Training and development programs
a. Labor oriented training
b. Skill development training
c. Safety training
d. Career training
e. Management and monitor training

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a. Labor oriented training
Objective: Provide information that will guide new
employees integrating in new environment or
when organization has its new organizational
structure.
b. Skill development training
Objective: building and improving necessary skills
needed for employees to adapt changes in current
and future job
c. Safety training
Objective: prevent and reduce working accidents
and to fulfill legal requirements.

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d. Professional training
Objective: up date and provide new knowledge.
e. Management and monitor training
Objective: to help monitors and managers
understanding how to make administrative and
management decisions and methods to work with
subordinates.
3. Roles of training and development
a. Individuals
b. Organization
c. Society

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a. For individuals
- Help employees self confident, better work performance,
- Improve professional skills,
- Meet employee development demand,
- The manager have chances to approach to modern management
methods,
- Create the close relationship between labor and organization.
b. For enterprise
- Increase productivities, improve task efficient and productivity;
improve task efficient and quality,
- Reduce employee monitor and evaluation,
- Increase organizational stability,
- Maintain and improve the quality of HR,
- Make good conditions to apply technical and management
progresses,
- Improve organizational competitiveness.

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c. For society
- Provide high quality HR for society
- Provide good citizen for society
- Stimulate development and cooperation in
society.
II. TRAINING PROCESS

Define training needs

Define training objectives

Select participants

Select training program and methods

Select teachers/tutors

Estimate the training costs

Implement the training program

Training evaluation

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1. Defining training program
• Define:
- when,
- What division
- What skills
- Who
- How many people
• Bases for defining training program
• Job requirements now and future,
• Current skills of employees,
• Analyze and evaluate job performance.

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• Methods to collect information to define training
needs
- Individual interview
- Questionnaire
- Job performance analysis.
2. Define training objectives
Defining what must be achieved of a training
program, includes:
- Training skills,
- Knowledge and ability of participants after training,
- Quantity and structure of participants,
- Training time.

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3. Selecting training participants
A process to choose training participants based on
training demand, labor’s motive, the impacts of training
on participants and participant professional ability
4. Selecting training program and methods
Training program: A list of training courses will be offered
that reflect what knowledge and skills need to train and
how long is the training.
Based on these, organization can select training
methods.

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5. Select training lecturers/tutors
- Can be selected from within organization, hired in from
outside or combination of two above mentioned methods.
- Training teachers/tutors also need to be trained to clearly
understand training objectives and training structure.
6. Estimating training cost
The training cost is estimated based on:
- Training program
- Training method
- Teachers/ training equipments and utilities.
- Regulations regulated by goverment.
7. Implement training program
- Organize training course
- Encourage participants participate in the training program fully
and actively. 17
8. Evaluating training program
- Training objectives, if training achieve its
objectives?
- Training results and cost
- Training cost and benefits
- The training results includes:
• Knowledge
• Satisfy of participants
• Possibility to apply learn knowledge and skills into practice.
- Evaluation methods:
• Interview
• Questionnaire
• Observation…

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III. Training and development methods
• On-the-job training (OJT)
– Job instruction training
– Apprenticeship training
– Coaching and instruction
– Job rotation
• Off the job training and development
– Organize training courses near organization
– Send employees to study in universities.
– Out side lectures, workshops or seminars
– Programmed training
– Long distance-based training
– Laboratory based trainings
– Behavior modeling
– Skill training
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1. On the job training
1.1. Instruction training
Listing each job’s basic tasks, along with key points, in order to
provide step-by-step training for employees.
• Lecturer explains the job objectives, gives detail
explanation on job by steps
• Employees observe, discuss, do a try out
• Applicable for direct workers and management staffs
1.2. Apprenticeship training
A structured process by which people become skilled
workers through a combination of classroom instruction
and on-the-job training
• Employees were taught theory in the class, then
working under supervision of high experienced and skilled
workers until they become skilled workers
•Applicable for training a perfect job
1.3. Coaching and instruction
Managers and monitors learn necessary knowledge and
skills by couching and instruction of better managers through:
o Couching and instruction by direct manager
o Couching by some managers
o Couching by better experienced managers
1.4. Job reference and rotation
Do move manager from one job to another one to help
them getting experiences from different fields of management so
that they can do better at higher positions in the future.

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 Advantages:
• Does not require space and specific equipments
• Reality: new employees can work and can earn a living
• Have positive changes in knowledge and practical skills
immediately.
• Easy to work with colleagues in future
 Disadvantages
• The theory on job may not be trained systematically
• Learners may learn un-advanced knowledge and skills from
guided managers.

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2. Off the job training
2.1. Organize training courses near/beside organization
The training course include theory and practice:
• The theory instructed by engineers, technical staffs
• Practice instructed by high experienced engineers or workers.
2.2. Study at colleagues/universities
organization sends employees to study at certain colleagues or
universities to study at certain fields of specification.
2.3. Lectures, workshops
The learners discuss by topic under supervision of group leaders by
which they can get necessary knowledge and experiences.
2.4. Programmed training with computer assistant
Training program is written on computer, learners study themselves
with the assistant of computer.

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 2.5. Distance and internet-based training
• Teletraining
- A trainer in a central location teaches groups of
employees at remote locations via TV hookups.
• Videoconferencing
- Interactively training employees who are
geographically separated from each other—or from
the trainer—via a combination of audio and visual
equipment.
• Training via the Internet
- Using the Internet or proprietary internal intranets to
facilitate computer-based training.
2.6. Laboratory based training
Use case study, role playing, game theory to help trainee solving
problems similar to realistic problems.

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2.7 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.