MGT-351 Human Resource Management Chapter-8 Training and Development

1. MGT-351Human Resource ManagementChapter-8Training and Development

2. The Training Process • Training • The process of teaching employees the skills they need to perform their jobs. • Training’s Strategic Context • The firm’s training programs must make sense in terms of the company’s strategic goals.

3. Training, Learning, and Motivation • Make the Learning Meaningful • At the start of training, provide a bird’s-eye view of the material to be presented to facilitate learning. • Use a variety of familiar examples. • Organize the information so you can present it logically, and in meaningful units. • Use terms and concepts that are already familiar to trainees. • Use as many visual aids as possible.

4. Training, Learning, and Motivation (cont’d) • Make Skills Transfer Easy • Maximize the similarity between the training situation and the work situation. • Provide adequate practice. • Label or identify each feature of the machine and/or step in the process. • Direct the trainees’ attention to important aspects of the job. • Provide “heads-up,” preparatory information that lets trainees know what might happen back on the job.

5. Motivation Principles for Trainers • People learn best by doing—provide as much realistic practice as possible. • Trainees learn best when the trainers immediately reinforce correct responses. • Trainees learn best at their own pace. • Create a perceived training need in the trainees’ minds. • The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.

6. 1 2 3 4 5 The Training Process (cont’d) The Five-Step Training and Development Process Needs analysis Instructional design Validation Implement the program Evaluation

7. Training Needs Analysis Task Analysis: Assessing New Employees’ Training Needs Performance Analysis: Assessing Current Employees’ Training Needs Analyzing Training Needs

8. Orientation Helps New Employees Feel Welcome and At Ease Understand the Organization Know What Is Expected in Work and Behavior Begin the Socialization Process Assessing New Employees’ Training Needs: Orientation

9. Company Organization and Operations Employee Benefit Information Employee Orientation Personnel Policies Safety Measures and Regulations Facilities Tour Daily Routine The Orientation Process

10. Assessment Center Results Performance Appraisals Methods for Identifying Training Needs Individual Diaries Job-Related Performance Data Attitude Surveys Observations Tests Interviews Assessing Current Employees’ Training Needs

11. Training Methods • On-the-Job Training • Apprenticeship Training • Informal Learning • Job Instruction Training • Lectures • Programmed Learning • Audiovisual Training • Simulated Training (also Vestibule Training) • Computer-Based Training (CBT) • Electronic Performance Support Systems (EPSS) • Distance and Internet-Based Training

12. Training Methods (cont’d) • 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

13. Training Methods (cont’d) • Effective Lectures • Don’t start out on the wrong foot. • Give listeners signals. • Be alert to your audience. • Maintain eye contact with audience. • Make sure everyone in the room can hear. • Control your hands. • Talk from notes rather than from a script. • Break a long talk into a series of five-minute talks. • Practice and rehearse your presentation.

14. Programmed Learning • Advantages • Reduced training time • Self-paced learning • Immediate feedback • Reduced risk of error for learner Presenting questions, facts, or problems to the learner Allowing the person to respond Providing feedback on the accuracy of answers

15. Computer-Based Training (CBT) • Advantages • Reduced learning time • Cost-effectiveness • Instructional consistency • Types of CBT • Interactive multimedia training • Virtual reality training

16. Teletraining Videoconferencing Distance Learning Methods Internet-Based Training E-Learning and Learning Portals Distance and Internet-Based Training

17. Employer Responses to Functional Illiteracy Testing job candidates for basic skills Instituting basic skills and literacy programs Literacy Training Techniques

18. Long-Term Focus of Management Development Appraising managers’ current performance Developing the managers and future managers Assessing the company’s strategic needs Management Development

19. 1 2 3 4 Succession Planning Steps in the Succession Planning Process Anticipate management needs Review firm’s management skills inventory Create replacement charts Begin management development

20. Managerial On-the-Job Training Job Rotation Coaching/Understudy Approach Action Learning Management Development (cont’d)

21. Management Development (cont’d) Off-the-Job Management Training and Development Techniques The Case Study Method Role Playing Management Games Behavior Modeling Outside Seminars Corporate Universities University-Related Programs Executive Coaches

22. What to Change Strategy Culture Structure Technologies Employees Managing Organizational Change and Development

23. The Human Resource Manager’s Role Organizing and leading organizational change Effectively using organizational development practices Overcoming resistance to change Managing Organizational Change and Development (cont’d)

24. 1 2 3 Managing Organizational Change and Development (cont’d) Overcoming Resistance to Change: Lewin’s Change Process Unfreezing Moving Refreezing

25. How to Lead the Change • Unfreezing Phase • Establish a sense of urgency (need for change). • Mobilize commitment to solving problems. • Moving Phase • Create a guiding coalition. • Develop and communicate a shared vision. • Help employees to make the change. • Consolidate gains and produce more change. • Refreezing Phase • Reinforce new ways of doing things. • Monitor and assess progress.

26. Evaluating the Training Effort • Designing the Study • Time series design • Controlled experimentation • 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

27. FIGURE 8–5Using a Time Series Graph to Assess aTraining Program’sEffects

28. FIGURE 8–6A Sample Training Evaluation Form Source: www.opm.gov/employment_and_benefits/worklife/.