Human Resource Management

Fifteenth Edition

Chapter 8
Training
and
Developin
g
Employee
s
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 Orienting and Onboarding New
Employees

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 The Purpose of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the
organization
• Socialization

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 The Orientation Process
• Employee
handbook
• Orientation
technology

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 Employee Engagement Guide for
Managers: Onboarding at Toyota

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 Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual
Respect Day 3:
Team Work
Day 4: Suggestion
system

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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 such as showing
new salespeople how to sell
your product.
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 A training needs exists when there is a gap
between what is required of an employee to
perform their work competently and what they
actually know.

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7
 The ADDIE Five-Step Training
Process
• Analyze
• Design
• Develop
• Impleme
nt
• Evaluate

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 The ADDIE 5 step Training Process

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 Conducting the Training Needs
Analysis
• Strategic Training Needs Analysis-identifies the
training employees will need to fill future jobs.
• Current Training Needs Analysis-identifies current
training needs
– Task Analysis- for analysing new employees’
training needs( TA is a detailed study of job to
determine what specific skills the job
requires).
– Performance Analysis -to identify current
employees’ training needs.
– Competency based Analysis-is a precise overview
of the competencies(KSA)someone would need
to do
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2013 well.
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 Designing the Training Program (2 of
3)
• Setting learning objectives
• Training delivery methods
• Training Budget
• Training program Content
• Creating a motivational learning
environment
• Training program Evaluation
• Ensure transfer of learning to the job
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 Designing the Training Program (3 of
3)
• Make the Learning
Meaningful
1. Provide a Bird’s-eye view
2. Use Familiar examples
3. Organize Information
4. Use Familiar terms
5. Use Visual aids
6. Perceived need

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 Reinforce The Learning
• Reinforce correct
responses
– Schedule
– Follow-up assignments
– Incentives
• Ensure Transfer of Learning
on the job
• Other issues

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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 from within
orgn /from premier institutes
– Support materials
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 Implementing Training Programs

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 Implementing Training Programs
• On the Job training methods-
• Coaching/Understudy
• Job rotation
• Special assignment & peer
training
• Mentoring
• Apprenticeship
• Job Instruction Training
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 Implementing Training Programs
• Off the job training methods-
• Case study

• Management Development Programme

• Role play/Business games

• Vestibule/Simulation

• Lecturing

• Conferencing

• Programmed instructions

• Electronic/Video Conferencing

• Behaviour Modelling & Assessment

Centre

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 Implementing Training Programs
– Coaching or Understudy-supervisors
train employees.
– Job rotation-an employee moves from job
to job at planned intervals.
– Special assignments & peer training

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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.e.g.PSU’s,TATA,etc.

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 Informal Learning
Survey says that 80%of employee learning is
Informal Learning.

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 Job Instruction Training
• Job Instruction Training (JIT) – listing each job’s
basic tasks, along with key points, in order to
provide step-by-step training for employees.

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 Lectures

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 Programmed Learning
• Programmed Learning – step by step,self learning
method.
• a systematic method for teaching job skills,
involving presenting questions or facts,
allowing the person to respond, and giving
the learner immediate feedback on the
accuracy of his or her answers.
• Computerised intelligent tutorial systems
are used nowadays.

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 ASSESSMENT
CENTERS
An assessment centre typically involves the
use of methods like social/informal events,
tests and exercises, assignments being given
to a group of employees to assess their
competencies to take higher responsibilities in
the future.
The trained evaluators observe and evaluate
employees as they perform the assigned jobs
and are evaluated on job related
characteristics.
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 Behavior Modeling
1. Modeling -Behavior modeling
shows trainee the right way of
doing something
2. Role-Playing-letting trainee
practice that way in the
simulated situation.
3. Social Reinforcement-trainer
provides reinforcement in the
form of constructive feedback.
4. Transfer of Training-trainees are
encouraged to apply their new
skills when they are back to
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jobs.
 Other Types of Training
• Audiovisual-based
• Vestibule Training/Simulation-Off
the job training(trainee learn in
simulated work environment)
• Electronic Performance Support System
(EPSS)/Job aids-set of instructions to
guide the user.
• Videoconferencing
• Computer-Based Training (CBT)/E-
learning
• Simulated Learning and Gaming-Virtual
reality- type games & Computerised
simulations
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 Lifelong and Literacy Techniques

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 Team Training

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 Other Types of Learning
• Internet-Based training &
Mobile Learning/Learning
Portals
• Learning Portals / Learning
Management Systems (LMS)
• Virtual classrooms

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 Implementing Management
Development Programs
• Strategy’s Role in Management
Development
• Succession Planning

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 On the job Managerial Training
and Development Techniques
• Coaching / Understudy Approach
• Job rotation-Global Job rotation
• Action Learning-trainees are allowed to
work fulltime analysing & solving
problems of other departments

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 Off-the-Job Management Training
and Development Techniques (1 of
2)
• Case studies-here trainees are presented with a
written description of an organisational problem
to diagnose& solve.
• Computerized management games-a
developmental techniques in which teams of
managers compete by making decisions
regarding realistic but simulated situations.
• Outside seminars-IIMA,NIPM
• University-Related Programs-IIMA,IIMB,NIPM-Pune
• Role-playing/Business games

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 Off-the-Job Management Training
and Development Techniques (2 of
2)
• Corporate Universities/In-house
development centers
• Executive Coaches-are outside consultants
who questions the executive’s
boss,peers,subordinates to identify his
strengths &weaknesses and counsel the
executive for capitalising on those strengths
and overcoming the weaknesses.
• SHRM Learning System

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 Evaluating the Training Effort
• Designing the study
• Controlled
experimentation
• Training Effects to
Measure
– Reactions
– Learning
– Behavior
– Results

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 Training Evaluation

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 Competency Mapping
• Competency mapping is the process of identifying the specific skills,
knowledge, abilities, and behaviours required to operate effectively in a
specific trade, profession, or job position. Competency maps are often
referred to as competency profiles or skills profiles.

 Types of competencies
– General competencies
• reading, writing, and mathematical reasoning.
– Leadership competencies
• leadership, strategic thinking, and teaching others.
– Technical competencies
• specific technical competencies required for specific
types of jobs and/or occupations.

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 © 2005 Prentice Hall Inc. All
rights reserved.

Why Use Competency Analysis?

• To support HPWS
– Traditional job descriptions (with their lists of specific duties) may
actually backfire if a high-performance work system is the goal.
• Maintain a strategic focus
– Describing the job in terms of the skills, knowledge, and competencies
the worker needs is more strategic.
• Measuring performance
– Measurable skills, knowledge, and competencies are the heart of any
company’s performance management process.

4–40

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 Copyright

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