Training and Developing Employees

Training and Developing Employees Kong Haiyan konghaiyan@sdu.edu.cn

Class Activities • Introduction • Group discussion • Evaluation (Brainstorming)

Instructional Objectives By the end of class today, you willbe able to: • Describe the basic training process • Explain how to use five training techniques • Describe the main techniques of management development

Introduction outline • Key terms • Orientation • The Training Process • Training Methods • Management Development • Managing Organizational change and development • Evaluate the training effort

Key Terms • Employee orientation • Training • Performance management • Negligent training • Task analysis • Performance analysis • On-the-job training • Apprenticeship training

Key Terms • Job instruction training • Programmed learning • Simulated training • Electronic performance support systems • Job aid • Virtual classroom • Management development • Succession planning • Job rotation

Key Terms • Action learning • Case study method • Management game • Role playing • Outsourced learning • Behavior modeling • In-house development center • Executive coach • Organizational development • Controlled experimentation

1. Orienting Employees 1.1 Employee orientation • Employee orientation A procedure for providing new employees with basic background information about the hotel.

2. The Training Process 1.1 Concept • Training— The process of teaching new employees the basic skills they need to perform their jobs.

2. The Training Process 1.2 The Five-step Training Process Step 1, needs and analysis step Step 2, instructional design Step 3, validation step Step 4, implement the program Step 5, evaluation step

3. Training Methods (1-15) • On-the-job training • Apprenticeship training • Informal learning • Job instruction training • Lectures • Programmed learning • Audiovisual-based training • Simulated training

3. Training Methods (1-15) 9. Computer-based training 10. Electronic performance support systems (EPSS) 11. Distance and internet-based training 12. Internet-based training 13. Using E-learning 14. Improving productivity through HRIS: Learning portals 15. Literacy training techniques

3. 1 On-the-job training (OJT) 3.1 On-the-job training (OJT) --training a person to learn a job while working on it.

3. 1 On-the-job Training 3.1 On-the-job training (OJT) 4 steps Step 1: Prepare the learner Step 2: Present the operation Step 3: Do a tryout Step 4: Follow up

3. 2 Apprenticeship Training 3.2 Apprenticeship training A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.

3. 3 Informal Learning 3.3 Informal learning • A survey indicates that 80% of what employees learn on the job are through informal learning • Methods: • Place tools in cafeteria areas to take advantage of the work-related discussions taking place • Install white boards and keep them stocked with markers

3.4 Job Instruction Training 3.4 Job instruction training • Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.

3.5 Lectures 3.5 Lectures • It is a quick and simple way to present knowledge to large groups of trainees • But, some view it boring and ineffective

3.6 Programmed Learning 3.6 Programmed learning • 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.

3.7 Audiovisual-based Training 3.7 Audiovisual-based training • Audiovisual-based training techniques like DVDs, films, PPT, videoconferencing, audiotapes, and videotapes can be very effective and are widely used. • Although more expensive than conventional lectures, more interesting

3.8 Simulated Training 3.8 Simulated training • Training employees on special off-the-job equipment, as in airplane pilot training, so training costs and hazards can be reduced.

3.9 Computer-based Training 3.9 Computer-based training • The trainee uses interactive computer-based and /or DVD systems to increase his or her knowledge or skills.

3.10 Electronic Performance Support Systems (EPSS) 3.10 Electronic performance support systems (EPSS) • Sets of computerized tools and displays that automate training, documentation, and phone support, integrate this automation into applications, and provide support that is faster, cheaper, and more effective than traditional methods.

3.11 Distance and Internet-based Training 3.11 Distance and internet-based training • Tele-training A trainer in a central location teaches groups of employees at remote locations via television hookups. • Videoconferencing Videoconferencing allows people in one location to communicate live via a combination of audio and visual equipment with people in another city or country, or with groups in several cities

3.12 Internet-based Training and Virtual Classroom 3.12 Internet-based training and virtualclassroom • E-training is booming • The virtual classroom A learning environment that uses special collaboration software to enable multiple remote learners, using their PCs or laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as PPT slides.

3.13 Using E-learning 3.13 Using E-learning • In practice, there is trend to blend conventional and online training • Use instructor led classroom training to get employees up to speed, then use virtual classroom systems to provide additional training

3.14 Learning Portals 3.14 Improving productivity through HRIS: Learning portals • Many firms employ business portals • Through this business portal, employees can get the tools you need to analyze data inside and outside your company, and see the customized content you need, like industry news and competitive data

3.15 Literacy Training 3.15 Literacy training techniques • Many people suffer from learning disability • Trainers therefore should accommodate them with additional, preparatory training, or by using different training media

4. Management Development • Management development Any attempt to improve current of future management performance by imparting knowledge, changing attitudes, or increasing skills

4. Management Development • The management development process consist of: • Assessing the company’s strategic needs • Appraising managers’ current performance • Developing the managers

4. Management Development 4.1. Succession planning • A process through which senior-level openings are planned for and eventually filled

4. Management Development 4.2. Job rotation • A management training technique that involves moving a trainee from department to department to broaden his or her experience and identify strong and weak points.

4. Management Development 4.3. Action learning • A training technique by which management trainees are allowed to work full-time analyzing and solving problems in other departments.

4. Management Development 4.4. Case study method • A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve.

4. Management Development 4.5. Management game • A development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations.

4. Management Development 4.6. Role playing • A training technique in which trainees act out parts in a realistic management situation.

4. Management Development 4.7. Outsourced learning • The outsourcing of companies’ learning functions to major consulting firms.

4. Management Development 4.8. Behavior modeling • A training technique in which trainees are first shown good management techniques in a film, are asked to play roles in a simulated situation, and are then given feedback and praise by their supervisor.

4. Management Development 4.9. In-house development center • A company-based method for exposing prospective managers to realistic exercises to develop improved management skills.

4. Management Development 4.10. Executive coach • An outside consultant who questions the executive’s associates in order to identify the executive’s strengths and weaknesses, and then counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.

Group Work Discuss how to use different kinds of training techniques Explain which are more popular currently in the hospitality industry Select a few representatives to present the results Evaluate the performances effectively

Thank YouQ & A

Training and Developing Employees