Human Resource Management
Seventeenth Edition, Global Edition
Chapter 8
Training and Developing
Employees
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Learning Objectives (1 of 2)
8.1 Summarize the purpose and process of employee
orientation.
8.2 Give an example of how to design onboarding to
improve employee engagement.
8.3 List and briefly explain each of the steps in the training
process.
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Learning Objectives (2 of 2)
8.4 Explain how to use five training techniques.
8.5 List and briefly discuss four management development
methods.
8.6 List and briefly discuss the importance of the steps in
leading organizational change.
8.7 Explain why a controlled study may be superior for
evaluating the training program’s effects.
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Learning Objective 8.1: Summarize the
Purpose and Process of Employee
Orientation.
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Orienting and Onboarding New
Employees
• Employee orientation
– or onboarding
– a procedure for providing new employees with basic
background information about the firm
• Every manager should know how to orient and train
employees
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The Purposes of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization
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The Orientation Process
• Begins before the first day
• Supervisor
• Employee handbook
• Orientation technology
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Learning Objective 8.2: Give an Example
of How to Design Onboarding to Improve
Employee Engagement
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Employee Engagement Guide for
Managers: Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual Respect
Day 3: Team Work
Day 4: Suggestion system
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Learning Objective 8.3: List and Briefly
Explain Each of the Steps in the Training
Process.
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Overview of the Training Process
• Training means giving new or current employees the
skills that they need to perform their jobs
• Fosters engagement
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Know Your Employment Law
Training and the Law
Let’s take a look…
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Aligning Strategy and Training
• Identify the employee behaviors the firm will need to
execute its strategy
• Deduce what competencies employees will need
• Put in place training goals and programs to impart those
competencies.
• Competency model
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The ADDIE Five-Step Training Process
• Analyze
• Design
• Develop
• Implement
• Evaluate
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Conducting the Training Needs Analysis
• Strategic training needs analysis
• Current employees’ needs analysis
– Task analysis
– Performance analysis
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Is the Problem Can’t Do or Won’t Do?
• Uncovering why performance is down is the heart of
performance analysis.
• Distinguish between can’t-do and won’t-do problems
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Designing the Training Program (1 of 2)
• Design means planning the overall training program
• Setting learning objectives
• Identify constraints
• Creating a motivational learning environment
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Designing the Training Program (2 of 2)
• Make the learning meaningful
• Make skills transfer obvious and easy
• Reinforce the learning
• Ensure transfer of learning on the job
• What not to do
• Program delivery
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Developing the Program
• Assemble training content and materials
• Training Methods
– iPads
– Workbooks
– Lectures
– PowerPoint slides
– Web- and computer-based activities, course activities
– Trainer resources and manuals
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Learning Objective 8.4: Explain How to
Use Five Training Techniques.
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Implementing the Training Program
• On-the-job training (OJT)—Training a person to learn a
job while working on it
• Types of on-the-job training
– Coaching or understudy
– Job rotation
– Special assignments
– Peer training
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Steps in On-the-Job Training (1 of 2)
Step 1: Prepare the learner
1. Put the learner at ease.
2. Explain why he or she is being taught.
3. Create interest and find out what the learner already knows about the job.
4. Explain the whole job and relate it to some job the worker already knows.
5. Place the learner as close to the normal working position as possible.
6. Familiarize the worker with equipment, materials, tools, and trade terms.
Step 2: Present the operation
1. Explain quantity and quality requirements.
2. Go through the job at the normal work pace.
3. Go through the job at a slow pace several times, explaining each step. Between
operations, explain the difficult parts, or those in which errors are likely to be
made.
4. Again, go through the job at a slow pace several times; explain the key points.
5. Have the learner explain the steps as you go through the job at a slow pace.
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Steps in On-the-Job Training (2 of 2)
Step 3: Do a tryout
1. Have the learner go through the job several times, slowly, explaining
each step to you. Correct mistakes and, if necessary, do some of the
complicated steps the first few times.
2. Run the job at the normal pace.
3. Have the learner do the job, gradually building up skill and speed.
4. Once the learner can do the job, let the work begin, but don't abandon
him or her.
Step 4: Follow-up
1. Designate to whom the learner should go for help.
2. Gradually decrease supervision, checking work from time to time.
3. Correct faulty work patterns before they become a habit. Show why the
method you suggest is superior.
4. Compliment good work.
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Shadow Learning
• Shadow learners—learners who seek opportunities to
learn and practice their jobs in nontraditional ways.
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Apprenticeship Training
• Apprenticeship Training—a structured process by
which people become skilled workers through a
combination of classroom instruction and on-the-job
training.
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Training Programs (1 of 2)
• Informal learning
– 70/20/10
• Job instruction training (JIT)
• Lectures
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Training Programs (2 of 2)
• Programmed learning
• Behavior modeling
– Modeling
– Role-playing
– Social reinforcement
– Transfer of training
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Other Types of Training (1 of 2)
• Audiovisual-based
• Vestibule training
• Electronic performance support system (EPSS)
• Videoconferencing
• Computer-based training (CBT)
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Other Types of Training (2 of 2)
• Online/Internet-based training
– Learning management systems
• Learning portal
• The virtual classroom
• Mobile and micro learning
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The Strategic Context
On-Demand Micro
Learning at Uber
Let’s look into it…
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Mixed Reality, Simulated Learning, and
Gaming
• Virtual reality
• Augmented reality
• Simulated learning
• Gaming
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Lifelong and Literacy Techniques
• Lifelong learning
– providing employees with continuing learning
experiences over their tenure with the firm
• Literacy training
• Diversity training
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Diversity Counts
Training to overcome unconscious bias
Let’s talk about it…
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Team Training
• Cross training
• Interpersonal
• Team management
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HR Tools for Line Managers and Small
Businesses
Creating Your Own Training Program
Let’s talk about it…
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Learning Objective 8.5: List and
Briefly Discuss Four Management
Development Methods.
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Implementing Management Development
Programs
• Management development
– any attempt to improve managerial performance by
imparting knowledge, changing attitudes, or
increasing skills
• Strategy’s role in management development
• Support succession planning process
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Candidate Assessment and the 9-Box
Grid
• The 9-box grid
– shows potential from low to medium to high on the
vertical axis
– Shows performance from low to medium to high
across the bottom
• Can simplify the task of choosing development candidates
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Managerial On-the-Job Training and
Rotation
• Coaching/Understudy approach
– Trainee works directly with a senior manager or with
the person he or she is to replace
• Action learning
– Give managers released time to work analyzing and
solving problems in departments other than their own
• Stretch assignments
– Push beyond comfort zone
• Coaching apps
– Pluma
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Off-the-Job Management Training and
Development Techniques (1 of 2)
• Case study method
• Computerized management games
• Outside seminars
• University-related programs
• Role-playing
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Off-the-Job Management Training and
Development Techniques (2 of 2)
• Corporate universities
• Executive coaches
• SHRM learning system
• Cloud-based development
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Characteristics of Effective Leadership
Development Programs
• Thorough needs analysis
• Mandatory participation
• Trainer-based programs
• Practice-based programs
• Feedback
• On-site programs
• Face-to-face
• Senior-level leaders
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Learning Objective 8.6: List and Briefly
Discuss the Importance of the Steps in
Leading Organizational Change.
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Managing Organizational Change
Programs
• Companies often find it necessary to change how they do
things.
• Making changes is never easy.
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Lewin’s Change Process
1. Unfreezing
2. Moving
3. Refreezing
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Overcoming Employee Intransigence
1. Establish a sense of urgency
2. Mobilize commitment
3. Create a guiding coalition
4. Develop and communicate a shared vision
5. Help employees make the change
6. Aim first for attainable short-term accomplishments
7. Reinforce the new ways of doing things
8. Monitor and assess progress
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Using Organizational Development
• Organizational Development
– a special approach to organizational change in which
employees themselves formulate and implement the
change that’s required.
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AI Change Programs
• Employers increasingly use artificial intelligence (AI)
initiatives to improve their operations.
• Obstacles to implementing AI programs must be
overcome.
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Learning Objective 8.7: Explain Why a
Controlled Study May Be Superior for
Evaluating the Training Program’s Effects.
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Evaluating the Training Effort
• Designing the study
• Controlled
experimentation
• Training Effects to
Measure
– Reaction
– Learning
– Behavior
– Results
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End of Chapter 8 – Training &
Developing Employees
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