1. Socialization, Training, and Development
HPA 460

2. Chapter Outline
The Strategic Importance of Socialization, Training, and Development
Determining Training & Development Needs
Developing Programs
Team Training and Development
Assessing Training and Development 2

3. Importance of Socialization, Training and Development
Employee
Commitment
Employee
Performance 3

4. Socialization, Training & Development
Intentional efforts to improve employees’ current and future performance
Socialization: teaching the corporate culture and philosophies
Training: improving competencies currently needed
Development: improving competencies over the long term

5. Partnership Perspective
Cooperate
Support
Train
Managers
Identify
Accept
Participate
HR Professionals
Employees
Assist
Communicate
Train 4

6. Roberto Goizueta, CEO Coca-Cola Company
The development of our best people is the personal responsibility of management.
Roberto Goizueta, CEO
Coca-Cola Company

7. Training & Development Needs
Assessment
Phase
Training &
Development Phase
Evaluation
Phase
Assess needs:
Organizational
Job
Person
Demographic
Select training
media & learning
principles
Conduct training
Establish
conditions for
maintenance
Develop
criteria
Pretest
Monitor
training
Evaluate 5

8. Formal Needs Assessment
Computerization of medical records and office activities in a medical group practice
Organization Needs Analysis
Job Needs Analysis
Person Needs Analysis

9. Training Needs Analysis
Organizational Needs:
Assess short-and long-term objectives
Analyze:
Human resource needs
Efficiency indices
Organizational climate
Organizational culture

10. Training Needs Analysis
Job Needs Analysis:
Decide tasks to be performed
Determine skills necessary to perform those tasks
Develop minimum acceptable standards for the job

11. Training Needs Analysis
Person Needs Analysis:
Output measures
Self-assessed training needs
Attitude surveys

12. Training Needs Analysis
Demographic Needs Analysis:
Gender
Ethnicity
Age

13. Developing Program Content
Affective
Outcomes
Cognitive
Knowledge
Program
Content
Skill-Based Outcomes

14. Program Location On-the-Job On-Site, not On-the Job Off the Job
Job instruction
Internships
Apprenticeship
Job rotation
On-Site,
not On-the
Job
Programmed instruction
Interactive video
Teleconferencing
Orientation
Off the Job
Formal courses
Simulation
Assessment centers
Wilderness trips

15. Advantages of Different Formats
On-the-Job
+ high transfer of learning
+ immediate feedback
On-Site,
not On-the
Job
+ cost effective for large groups
+ standardized
Off the Job
+ build relationships
+ foster analytical skills

16. To Maximize Learning: Set the Stage for Learning
Increase Learning During Training
Maintain Performance after Training
Follow up on Training

17. Top Management Leadership
New Leadership Behaviors:
From “command and control” to visioning and supporting
Customer-focused
Concern for environmental, social and ethical issues

18. Top Management Leadership
Leadership Development:
Leadership Institutes
Mentoring Programs
Data collection and feedback (360°)
Personal coach

19. Team Training & Development
Training to develop team cohesiveness
Training in team procedures
Training to develop work team leaders

20. Assessing Training & Development
Evaluation Components
(What to Evaluate):
Reaction to training
Learning
Behavior or performance change
Results

21. Assessing Training & Development
Evaluation Designs
Pre-experimental design
X T2
Quasi-experimental design
T1 X T2
T1 T2
Experimental design (randomization)

22. Application
Training Programs Used in HCOs