Human Resource Management Lecture 6

Dessler 2013

Chapter 8 : Training and Developing Employees

LEARNING OBJECTIVES
1. 2. 3. 4. 5. Summarize the purpose and process of employee orientation. List and briefly explain each of the five steps in the training process. Describe and illustrate how you would identify training requirements. Explain how to distinguish between problems you can fix with training and those you cant. Discuss how you would motivate trainees.
Chapter 8-2

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LEARNING OBJECTIVES
6. 7. Explain how to use five training techniques. List and briefly discuss four management development programs.

8.
9.

List and briefly discuss the importance of the eight steps in leading organizational change.
Answer the question, What is organizational development and how does it differ from traditional approaches to organizational change?
Chapter 8-3

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Summarize the purpose and process of employee orientation

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Chapter 8-4

THE PURPOSES OF EMPLOYEE ORIENTATION/ONBOARDING

Welcome
Basic information

Understanding the organization

Socialization

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Chapter 8-5

THE ORIENTATION PROCESS

Employee benefit information Company organization and operations

Personnel policies

Employee Orientation

Safety measures and regulations

Daily routine

Facilities tour

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THE ORIENTATION PROCESS

Employee handbook Orientation technology

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Chapter 8-7

THE TRAINING PROCESS

Training
Process of teaching new employees basic skills to perform jobs Is a hallmark of good management Reduces an employers exposure to negligent training liability

Trainings Strategic Context

The aims of firms training programs must make sense in terms of the companys strategic goals. Training fosters employee learning, which results in enhanced organizational performance.

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List and briefly explain each of the five steps in the training process

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Chapter 8-9

THE ADDIE FIVE-STEP TRAINING PROCESS

Analyze needs
Design overall training Develop course materials Implement training Evaluate effectiveness

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Chapter 8-10

CONDUCTING THE TRAINING NEEDS ANALYSIS

Strategic needs
Strategic training needs analysis

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Chapter 8-11

Describe and illustrate how you would identify training requirements

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Chapter 8-12

STEP 1: ANALYZING TRAINING NEEDS

Training Needs Analysis

Task Analysis

Performance Analysis

Talent Management

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TASK ANALYSIS
Detailed study Job descriptions Job specifications

Performance standard
Performing the job Task analysis record

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Chapter 8-14

TABLE 81 Sample Task Analysis Record Form

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TALENT MANAGEMENT

What it is Whats involved

Competencies
Job training needs

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Chapter 8-16

Competency Model
Consolidates a precise overview (graphically) of the competencies the knowledge, skills and behaviors ) someone would need to do a job well.
FIGURE 410 Example of Competency Model for a Human Resource Manager

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FIGURE 82

Example of Competency Model for Human Resource Manager

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FIGURE 82

FIGURE 82

Example of Competency Model for Human Resource Manager

Example of Competency Model for Human Resource Manager (cont.)

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Explain how to distinguish between problems you can fix with training and those you cant

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Chapter 8-20

PERFORMANCE ANALYSIS:
ASSESSING CURRENT EMPLOYEES TRAINING NEEDS
Specialized Software Assessment Center Results Individual Diaries Performance Appraisals

Methods for Identifying Training Needs

Job-Related Performance Data

Attitude Surveys

Observations

Tests

Interviews

Cant-do or Wont-do?

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STEP 2: DESIGNING THE TRAINING PROGRAM

Setting learning objectives
Creating a motivational learning environment

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Chapter 8-22

Discuss how you would motivate trainees

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Chapter 8-23

MAKING THE LEARNING MEANINGFUL

Birds-eye view
Familiar examples

Organize
Familiar terms Perceived need

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Chapter 8-24

MAKING SKILLS TRANSFER OBVIOUS AND EASY

Similarity Practice Label

Attention
Heads-up

Pace

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Chapter 8-25

LEARNING

Reinforce correct responses

Schedule Follow-up assignments Transfer of training Other issues

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Chapter 8-26

STEP 3: DEVELOPING PROGRAMS

Create programs training content and materials Use specific instructional method Lectures

Ccases
Training equiptment Powerpoint slides Workbooks
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Chapter 8-27

STEP 4: IMPLEMENTING TRAINING PROGRAMS

Explain how to use five training techniques

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Chapter 8-28

TRAINING METHODS
On-the-Job Training Apprenticeship Training Videoconferencing Computer-Based Training (CBT) Simulated Learning Interactive Learning Internet-Based Training

Informal Learning
Job Instruction Training Lectures

Programmed Learning
Audiovisual-Based Training Vestibule Training Electronic Performance Support Systems (EPSS)
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THE OJT TRAINING METHOD

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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FIGURE 83

Some Popular Apprenticeships

The U.S. Department of Labors Registered Apprenticeship program offers access to 1,000 career areas, including the following top occupations: Able seaman Carpenter Chef Child care development specialist Construction craft laborer Dental assistant Electrician Elevator constructor Fire medic Law enforcement agent Over-the-road truck driver Pipefitter
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Job Instruction Training at UPS

832
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PROGRAMMED LEARNING
Presenting questions, facts, or problems to the learner

Allowing the person to respond

Providing feedback on the accuracy of answers

Advantages
Reduced training time Self-paced learning

Immediate feedback
Reduced risk of error for learner
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OTHER TYPES OF TRAINING

Electronic Performance Support Systems (EPSS)

Distance Learning Methods

Videoconferencing

Computer-Based Training (CBT)

E-learning and learning portals

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OTHER TYPES OF LEARNING

Mobile learning
Virtual classrooms

Lifelong and literacy training techniques

Team training

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Chapter 8-35

List and briefly discuss four management development programs

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Chapter 8-36

IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS

Long-Term Focus of Management Development

Assessing the companys strategic needs

Appraising managers current performance

Developing the managers and future managers

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MANAGEMENT DEVELOPMENT TECHNIQUES

Managerial On-the-Job Training

Job rotation

Coaching and understudy

Action learning

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OTHER MANAGEMENT TRAINING TECHNIQUES

Off-the-Job Management Training and Development Techniques The case study method Management games Role playing Behavior modeling Corporate universities Executive coaches

Outside seminars
University-related programs

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Typical Role in a Role-Playing Exercise

Walt MarshallSupervisor of Repair Crew You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew. You now have to face the issue again because a new truck has just been allocated to you for assignment. In order to handle this problem you have decided to put the decision up to the crew. You will tell them about the new truck and will put the problem in terms of what would be the fairest way to assign the truck. Do not take a position yourself, because you want to do what they think is most fair.

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BEHAVIOR MODELING
Behavior Modeling Training
1

Model the effective behaviors Have trainees role play using behaviors Provide social reinforcement and feedback Encourage transfer of training to job

2
3

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List and briefly discuss the importance of the eight steps in leading organizational change

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Chapter 8-42

MANAGING ORGANIZATIONAL CHANGE PROGRAMS

What to Change

Strategy

Culture

Structure

Technologies

Attitudes/ Skills of Employees

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MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT

The Human Resource Managers Role

Overcoming resistance to change

Organizing and leading organizational change

Effectively using organizational development practices

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MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT

Overcoming Resistance to Change: Lewins Change Process
1 2 3

Unfreezing

Moving
Refreezing

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HOW TO LEAD THE CHANGE

Unfreezing Stage
1. Establish a sense of urgency (need for change). 2. Mobilize commitment to solving problems.

Moving Stage
3. 4. 5. 6. Create a guiding coalition. Develop and communicate a shared vision. Help employees to make the change. Consolidate gains and produce more change.

Refreezing Stage
7. Reinforce new ways of doing things. 8. Monitor and assess progress.
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What is organizational development and how does it differ from traditional approaches to organizational change?

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Chapter 8-47

USING ORGANIZATIONAL DEVELOPMENT

Organizational Development (OD)
1

Usually involves action research Applies behavioral science knowledge Changes the organization in a particular direction

2
3

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TABLE 82

Examples of OD Interventions

Human Process Applications

T-groups (Sensitivity Training) Process consultation Third-party intervention Team building Organizational confrontation meeting Survey research

HRM Applications
Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness

Technostructural Interventions
Formal structural change

Strategic OD Applications
Integrated strategic management

Differentiation and integration

Cooperative unionmanagement projects Quality circles Total quality management Work design

Culture change
Strategic change Self-designing organizations

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STEP 5: EVALUATING THE TRAINING EFFORT

Designing the Evaluation Study
Time series design
Controlled experimentation

Choosing Which Training Effects to Measure

Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results achieved as a result of the training

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FIGURE 84 A Sample Training Evaluation Form

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TUTORIAL

Discussion Questions (p. 302)

Question 4 & 7
Hotel Paris Case (p. 304) Question 1 & 2

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