1. Training and Developing8
Training and Developing
Employees
Employers are finding that a lack of ability to handle basic reading, writing, and arithmetic tasks means that there is a very real need for basic skills and literacy training. Language training is often required as well, and not just for English. Many customers and stakeholders speak a variety of languages, resulting in the need for a multilingual workforce.
Once employees are on board, the employer must train them. The purpose of this chapter is to increase your effectiveness in training employees. The main topics we’ll cover include orienting employees, the training process, analyzing training needs, implementing training and development programs, and evaluating the training effort.

2. Learning Objectives
Summarize the purpose and process of employee orientation.
List and briefly explain each of the steps in the training process.
Explain how to use five training techniques.
After studying this chapter, you will be able to:
1. Summarize the purpose and process of employee orientation.
2. List and briefly explain each of the steps in the training process.
3. Explain how to use five training techniques.

3. Learning Objectives
List and briefly discuss four management development methods.
List and briefly discuss the importance of the steps in leading organizational change.
After studying this chapter, you will be able to:
4. List and briefly discuss four management development methods.
5. List and briefly discuss the importance of the steps in leading organizational change. .

4. What is Orientation ? Employee Orientation:
A procedure for providing new employees with basic background information about the firm.
Purpose of Employee orientation programs provide new employees with the basic background information required to perform their jobs satisfactorily. Orientation programs today are moving away from routine discussion of company rules to emphasizing the company’s mission and the employee’s role in that mission, onboarding them early as a key member of the team.
The Orientation Process– Employees should receive print or Internet-based employee handbooks outlining benefits, policies and safety measures.

5. Summarize the purpose and process of employee orientation.
Employee orientation (or “onboarding”) provides new employees with the information they need to function (such as computer passwords and company rules). Ideally, though, it should also help new employees start getting emotionally attached to the firm.

6. Orienting and Onboarding New Employees
The purposes for an effective orientation program is to
1-Welcome
Make the new employee feel welcome and at home and part of the team.
2- Basic information
Make sure the new employee has the basic information to function effectively, such as access, personnel policies and the like.
3- Understanding the organization
Help the new employee understand the organization in a broad sense.
4- Socialization
Start the process of a person becoming socialized into the firm’s culture, values, and ways of doing things.
Carefully selecting employees doesn’t guarantee they’ll perform effectively. Even high potential employees can’t do their jobs if they don’t know what to do or how to do it.
The purposes for an effective orientation program is to:
Make the new employee feel welcome and at home and part of the team.
Make sure the new employee has the basic information to function effectively, such as access, personnel policies and the like.
Help the new employee understand the organization in a broad sense.
Start the process of a person becoming socialized into the firm’s culture, values, and ways of doing things.

7. The Orientation Process
Employee handbook
Orientation technology
The length of orientation varies, but it usually includes time with HR to review benefits, vacations, and other policies. It also includes time with the supervisor to learn the organization and culture of the department.
Carefully crafted employee handbooks are helpful to the employer and employee. Under certain conditions, courts may find that the employee handbook’s contents represent legally binding employment commitments.
Employers use technology to support orientation. Some employers put all or some of their orientation media on the Web.

8. The Orientation Process
Human Resources Management 12e Gary Dessler
The Orientation Process
Company organization and operations
Safety measures and regulations
Facilities tour
Employee Orientation
Employee benefit information
Personnel policies
Daily routine
An orientation typically includes information on employee benefits, personnel policies, the daily routine, company organization and operations, safety measures and regulations, and a facilities tour.
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9. Human Resources Management 12e Gary Dessler
The Training Process
Training
Is the process of teaching new or current employees the basic skills they need to perform their jobs
Is a trait of good management
Training today plays a key role in the performance management process, which is a key process for employers to ensure employees are working toward organizational goals.
Reduces an employer’s exposure to negligent training liability
training has a fairly impressive record of influencing organizational effectiveness
Training’s Strategic Context
The aims of firm’s training programs must make sense in terms of the company’s strategic goals.
Training fosters employee learning, which results in enhanced organizational performance.
Training means giving new or current employees the skills they need to perform their jobs. Training is a hallmark of good management. Employers today must make sure that their training programs are supporting their firms’ strategic goals.
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10. Revision of Definitions
Employee orientation: A procedure for providing new employees with basic background information about the firm.
 Training: The process of teaching new or current employees the basic skills they need to perform their jobs.
Performance management: The process employers use to make sure employees are working toward organizational goals.
Negligent Training: a situation where an employer fails to train adequately and the employee subsequently harms a third party
Cross training : training employees to do different tasks or jobs than their own , going so facilitates flexibility and job rotation .

11. Overview of the Training Process
Aligning strategy and training goals.
Identify strategic goals and objectives and the skills and knowledge needed to achieve them.
The employer’s strategic plan should govern it’s training goals .
Directly after orientation, training should begin. Training means giving new or current employees the skills that they need to perform their jobs. The task is to identify the employee behaviors the firm will require to execute its strategy, and from that deduce what competencies employees will need.
One survey found that “establishing a linkage between learning and organizational performance ”…was the number-one pressing issue facing training professionals”.

12. Training and Performance
Ensure training translates into improved performance
Define training purpose
Have company strategies drive the training
Check with mangers on the training success
Training ranks higher than appraisal and feedback and just below goal setting in its effect on productivity. Companies spend on average $1,103 per employee for training per year and offer each about 28 hours of training. Some experts use the phrase “workplace learning and performance” in lieu of training to emphasize that training aims to boost both employee learning and organizational performance.

13. The ADDIE Five-Step Training Process
Analyze (Analyzing the training need)
Design (Designing the overall training program)
Develop (Developing the course)
Implement (Implementing training by actually training the targeted employee group)
Evaluate (Evaluating the effectiveness of the course)
The tried-and-proven ADDIE five-step training program includes:
Analyzing the training need.
Designing the overall training program.
Developing the course.
Implementing training by actually training the targeted employee group.
Evaluating the effectiveness of the course.

14. Analyzing Training Needs
Human Resources Management 12e Gary Dessler
Analyzing Training Needs
Task Analysis: Assessing new employees’ training needs
Performance Analysis: Assessing current employees’ training needs
Training Needs Analysis
Task analysis is a detailed study of the job to determine what specific skills the job requires. Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or some other means (like transferring the employee).
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15. Analyzing Training Needs
Two main ways to identify training needs are:
Task analysis (an analysis of the job’s requirements).
Performance analysis (an analysis to verify if there is a performance deficiency.)
Analyzing current employees training needs is more complex than new employees, Why?
Because performance maybe down because of the unclear standards or the employee is not motivated.

16. Performance Analysis: Assessing Current Employees’ Training Needs
Human Resources Management 12e Gary Dessler
Performance Analysis: Assessing Current Employees’ Training Needs
Performance Appraisals
Job-Related Performance Data
Observations
Interviews
Assessment Center Results
Individual Diaries
Attitude Surveys
Tests
Methods for Identifying Training Needs
Specialized Software
Can’t-do or Won’t-do?
Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or other means (motivation).
The heart of performance analysis is determining why performance is down. It is useless to train an employee whose work actually is deficient because of insufficient motivation. Distinguishing between can’t-do and won’t-do problems is therefore crucial.
Current Employees’ Training Needs - There are several methods that can be used to identify an employee’s training needs, including: supervisor, peer, self, and-degree performance reviews;
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17. CAN`T DO/WON`T DO
CAN` T DO/WON`T DO Ferreting out why performance is down is the heart of performance analysis. Why spend time training inefficient employees when the problem isn`t training, but weak motivation?
The manager s aim is thus to distinguish between can` t-do and won` t-do problems. First, determine whether it is a can` t-do problem and, if so. For example ,The employees don` t know what to do or what your standards are; there are obstacles in the system such as lack of tools or supplies. On the other hand, it might be a won t-do problem. Here employees could do a good job if they wanted, the solution may be to change the reward system.

18. Designing the Training Program
SETTING LEARNING OBJECTIVES
CREATING A MOTIVATIONAL LEARNING ENVIRONMENT
MAKING THE LEARNING MEANINGFUL
MAKING SKILLS TRANSFER OBVIOUS AND EASY
REINFORCING THE LEARNING
ENSURING TRANSFER OF LEARNING TO THE JOB

19. IMPLEMENTING TRAINING PROGRAMS Training Methods (Big Picture)
Human Resources Management 12e Gary Dessler
IMPLEMENTING TRAINING PROGRAMS Training Methods (Big Picture)
On-the-Job Training
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual-Based Training
Vestibule Training
Teletraining and Videoconferencing
Computer-Based Training (CBT)
Internet-Based Training
With the program designed and budgeted and objectives set, you can turn to implementing the training program. This means actually doing the training, choosing and using one or more of the simpler, low-tech methods and, then perhaps, proceeding on to computer-based ones.
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20. The OJT Training Method
Human Resources Management 12e Gary Dessler
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
On-the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to CEO, gets on-the-job training when he or she joins a firm. In many firms, OJT is the only training available.
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21. Human Resources Management 12e Gary Dessler
On-the-Job Training
Steps to Help Ensure OJT Success 1 2
Prepare the learner 3
Present the operation 4
Do a tryout
Don’t take the success of an on-the-job training effort for granted. Train the trainers themselves (often the employees’ supervisors), and provide the training materials. Trainers should know, for instance, the principles of motivating learners.
Because low expectations on the trainer’s part may translate into poor trainee performance, supervisors/trainers should emphasize the high expectations they have for their trainees’ success.
Follow up
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22. Training Methods
On-the-Job Training (OJT) – means having a person learn a job by actually doing it, and involves the following: preparing the learner; presenting the operation; doing a tryout; and follow-up.
B. Apprenticeship Training – is a structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.
C. Informal Learning – involves learning through day-to-day unplanned interactions between the new worker and his/her colleagues.
D. Job Instruction Training – refers to teaching a new employee the logical sequence of steps in a job step-by-step.

23. Training Methods – Cont’d
E. Lectures – quick and simple way to provide knowledge to large groups.
F. Programmed Learning – is a step-by-step self-learning method
1) presenting questions, facts, or problems to the learner
2) allowing the person to respond
3) providing feedback on the accuracy of the answers
Advantages
Reduced training time
Self-paced learning
Immediate feedback
Reduced risk of error for learner
G. Audiovisual Based Training – Tools include: films, PowerPoint presentations, video conferencing, audiotapes, and videotapes.
H. Vestibule Training – is a method in which trainees learn on the actual or simulated equipment they will use on the job, but are actually trained off-the job.

24. Training Methods- Cont’d
Computer-Based Training – is where the trainee uses computer-based and/or DVD systems to increase his/her knowledge or skills.
CBT programs have real advantages:
Reducing learning time.
Cost effectiveness once designed and produced.
Instructional consistency.
Mastery of learning.
Increased retention,.
Increased trainee motivation.

25. K. Distance and Internet-Based Training
Human Resources Management 12e Gary Dessler
K. Distance and Internet-Based Training
Teletraining
Internet-based Training
The Virtual Classroom
Distance Learning Methods
Videoconferencing
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26. Training Methods- Cont’d
K. Distance and Internet-Based Training – Distance learning methods include traditional paper-and-pencil correspondence courses, as well as teletraining, videoconferencing, and Internet-based classes. 1.Teletraining – where a trainer in a central location teaches groups of employees at remote locations via television hookups. 2.Videoconferencing – allows people in one location to communicate live via a combination of audio and visual equipment with people in different locations–another city or country or with groups in several cities.

27. K. Distance and Internet-Based Training- Cont’d
3. Internet-based Training – is increasingly popular. Some companies simply let their employees take online courses offered by online course providers while others use their intranets to facilitate computer-based training. Programs like Blackboard and Web CT support online training.
Effectiveness – In general, Web-based instruction was a bit more effective than classroom instruction for memorizing facts and principles and equally effective for teaching procedures. Employees are able to control their own pace and selection of content.
4. The Virtual Classroom – uses special collaboration software to enable multiple remote learners to use their PCs or laptops to participate in live discussions.

28. Human Resources Management 12e Gary Dessler
Lifelong learning means providing employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their horizons.
Many employees have learning disabilities that make it challenging to read, write, or do arithmetic. The current emphasis on teamwork and quality requires that employees read, write, and understand numbers. Employers use both public and private sources to provide literacy training for their workers.
Testing job candidates’ basic skills
Instituting basic skills and literacy programs
Employer Responses to Employee Learning Needs in two main ways
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29. Management Development
Human Resources Management 12e Gary Dessler
Management Development
Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills.
1. Assessing the company’s strategic needs
3. Developing the managers and future managers
Long-Term Focus of Management Development Process
2. Appraising managers’ current performance
The management development process consists of (1) assessing the company’s strategic needs (for instance, to fill future executive openings go back to the definition of succession planning or to boost competitiveness), (2) appraising managers’ current performance, and then (3) developing the managers (and future managers).
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30. Human Resources Management 12e Gary Dessler
Succession Planning
Development is usually part of the employer’s succession planning. Succession planning refers to the process through which a company plans for and fills senior-level openings.
Steps in the Succession Planning Process 1 2
Anticipate management needs 3
Review firm’s management skills inventory 4
Create replacement charts
Begin management development
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31. Management Development Techniques - Methods
Human Resources Management 12e Gary Dessler
Management Development Techniques - Methods
Job rotation
Coaching and understudy
Managerial On-the-Job Training
Action learning
Managerial on-the-job training methods include job rotation, the coaching/understudy approach, and action learning.
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32. Managerial On-the-Job Training
1. Job Rotation – moving management trainees from department to department to broaden their understanding of all parts of the business. 2.Coaching/Understudy Approach – where a trainee works directly with a senior manager or with the person he/she is to replace, and the latter is responsible for coaching the trainee. 3.Action Learning – programs give managers and others released time to work full-time on projects to analyze and solve problems in departments other than their own. Research Insight – Some research suggest that in addition to shattering the glass ceiling for women for equity sake, women may make better managers than men these days.

33. Other Management Training Techniques
Human Resources Management 12e Gary Dessler
Other Management Training Techniques
Off-the-Job Management Training and Development Techniques
The case study method
Role playing
Management games
Behavior modeling
There are also many other off-the-job techniques for training and developing managers.
Outside seminars
Corporate universities
University-related programs
Executive coaches
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34. Off-the-Job Management Training & Development Techniques
Human Resources Management 12e Gary Dessler
Off-the-Job Management Training & Development Techniques
1. The Case Study Method – presents a trainee with a written description of an organizational problem. 2.Management Games – computerized management games allow for the trainees to be involved. 3.Outside Seminars – offered by many companies and universities. 4.University- Related Programs: provide executive education and continuing education programs in leadership, supervision, and the like.
Go back definitions in the book
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35. Cont’d
5. Role Playing is aimed at creating a realistic situation and then having the trainee assume the parts (roles) of specific persons in that situation.
6.Behavior Modeling involves showing the trainee the correct way to do something, letting the trainee practice the correct way, and giving the trainee feedback on his/her performance. Behavior modeling is one of the most widely-used
7. Corporate Universities - In-house development centers have been established by many companies to expose prospective managers to realistic exercises to develop improved management skills.
8. Executive Coaches are being used by firms to improve their top managers’ effectiveness. An executive coach is an outside consultant who questions the executive’s boss, peers, subordinates, and sometimes, family, in order to identify strengths and weaknesses, and to counsel the executive so he or she can capitalize on those strengths and overcome the weaknesses.

36. Managing Organizational Change and Development
Human Resources Management 12e Gary Dessler
Managing Organizational Change and Development
What to Change
Strategy
Culture
Structure
Technologies
Employees
Faced with the need to manage change, managers can change one or more of five aspects of their companies—their strategy, culture, structure, technologies, or the attitudes and skills of the employees.
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37. Managing Organizational Change and Development
Human Resources Management 12e Gary Dessler
Managing Organizational Change and Development
1- Overcoming resistance to change
3- Effectively using organizational development practices
The Human Resource Manager’s Role
2- Organizing and leading organizational change
Knowing how to deal with resistance to change is the heart of implementing an organizational change program. Implementing change can mean either:
reducing the forces for the status quo or
building up the forces for change.
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38. Managing Organizational Change and Development (cont’d)
Human Resources Management 12e Gary Dessler
Managing Organizational Change and Development (cont’d)
Overcoming Resistance to Change: Lewin’s Change Process 1 2
Unfreezing 3
Moving
Psychologist Kurt Lewin formulated a model of change to summarize what he believed was a three-step process for implementing a change with minimal resistance.
Overcoming Resistance to Change: Lewin’s Change Process – The most difficult part o implementing an organizational change is overcoming employees’ resistance to it. Psychologist Kurt Lewin formulated a classic explanation of how to implement change in the face of resistance. His change process consists of three steps: 1) unfreezing; 2) moving; 3) refreezing.
Refreezing
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39. Human Resources Management 12e Gary Dessler
How to Lead the Change
Unfreezing Stage
Establish a sense of urgency (need for change).
Mobilize commitment to solving problems, through joint diagnosis of problem .
Moving Stage
Create a guiding coalition.
Develop and communicate a shared vision. (Check next slide)
Help employees to make the change.
Consolidate gains and produce more change, generate short term wins
Refreezing Stage
Reinforce new ways of doing things in the company culture.
Finally , the leader must monitor and assess progress.
This slide details Lewin’s three-step change process.
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40. Key Elements in Communicating the Vision
Keep it simple. Eliminate all jargon and wasted words.
Use multiple forums. Try to use every channel possible, big meetings and small, memos and newspapers, formal and informal interaction – to spread the word.
Use repetition. “Repetition Brings Remembrance”
Lead by example. Managers’ behaviors and decisions have to be consistent with the vision.

41. Using Organizational Development
Organizational development (OD): Organizational Development is a special approach to organizational change in which the employees themselves formulate the change required and implement it, often with the assistance of a trained consultant.

42. Evaluating the Training Effort
Human Resources Management 12e Gary Dessler
Evaluating the Training Effort
Two basic issues to address when evaluating training programs:
1. Designing the Evaluation Study
Time series design , take a series of measures before and after the training program.
Controlled experimentation. The evaluation process of choice is controlled experimentation, which uses both a training group and a control group (one that receives no training) to assess before and after performance to determine the extent to which performance in the training group resulted from the training itself rather than some organization-wide change. In practice, few firms use this method, preferring to simply measure trainees’ reactions, or to measure trainee job performance before and after the training.
There are two basic issues to address when evaluating training programs. The first is the design of the evaluation study and, in particular, whether to use controlled experimentation. The second issue is of “What should we measure?” and involves choosing which training outcomes to assess.
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43. Evaluating the Training Effort- Cont’d
Human Resources Management 12e Gary Dessler
Evaluating the Training Effort- Cont’d
The second issue is of “What should we measure?” and involves choosing which training outcomes to assess.
2. Choosing Which Training Effects to Measure
Four basic categories of training outcomes can be measured
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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44. Copyright