1. Human Resource Management ELEVENTH EDITON
SECTION 3 training and developing HR
Robert L. Mathis  John H. Jackson
Chapter 9
Training Human Resources
PowerPoint Presentation by Dr. Zahi Yaseen

2. Training Human Resources
After you have read this chapter, you should be able to
Define training and discuss why a strategic approach is important.
Discuss the four phases of the training process.
Identify three types of analyses used to determine training needs.
Explain internal, external, and e-learning as training delivery approaches.
Give an example for each of the four levels of training evaluation.
Describe the importance of intercultural competence training for global employers.

3. Training Human Resources
A process whereby people acquire capabilities to aid in the achievement of organizational goals.
Organization Competitiveness and Training
Training make organizations more competitive
Training helps retain valuable employees
Training is no longer the first casualty of a business downturn.
“ In some countries. Employers spend $60 billion on training annually”
Performance Consulting: process in which trainer and the organizational client work together to determine what needs to be done to improve results. Figure 1

4. Performance Consulting
Figure 1

5. Training Human Resources
Training & organizational strategy
It’s too often that training programs viewed tactically rather than strategically. Figure 2, shows how training might be used to help accomplish various strategies in an organization.
Developing Strategic Training Plans
Training Process
Effective training requires the use of a systematic training process. Figure 3
Training Needs Assessment
Provides checklist of areas for identifying training needs. It included : Org, job, and individual analysis. Figure 4

6. Linking Business and Training Strategies
Figure 2

7. Training Process
Figure 3

8. Sources of Training Needs Assessment
Figure 4
Sources of Training Needs Assessment

9. Training Human Resources
Establishing Training Objectives and Priorities
Types of Training Objectives
Knowledge: Impart cognitive information and details to trainees.
Skill: Develop behavior changes in how job and tasks are performed.
Attitude: Create interest and awareness of the training importance.

10. Training Human Resources
Training Design
Learner readiness:
- ability to learn: individuals basic skills
- motivation to learn: a person’s desire to learn
- self-efficacy ( ability to learn the training program content).
Learning styles:
- Auditory: listening to someone about training program content
- Tactile; practicing by using real resources
- Visual: think in pictures and figures and see the purposes of training
Example: Adult learning , Malcolm Knowles model. Figure 5

11. Learning Styles Adult Learning Principles Figure 5
Have need to know why they are learning something.
Have need to be self-directed.
Bring more work-related experiences into the process.
Employ a problem-solving approach in the experience.
Are motivated by both extrinsic and intrinsic factors.

12. Training Human Resources
Training Categories
- Required and regular training: new employees
- Job/technical training: product knowledge, customer relation, procedures.
- Interpersonal and problem solving training: like
interpersonal communication, managerial skills.
- Developmental and innovative training: executive
development, long-term strategic actions.
Figure 6

13. Effective New Employee Orientation
Prepare New Employee
Consider “buddy” mentors
Use an orientation checklist
Cover needed information
Present information effectively
Avoid information overload
Evaluation and follow-up

14. Learning: Types of Training
Figure 6
Required and Regular Training
Job/Technical Training
Types of Training
Developmental and Innovative Training
Interpersonal and Problem-Solving Training

15. Training Human Resources
Training Deliveries
Nature of training
Subject matter
Number of trainees
Individual vs. team
Self-paced vs. guided
Training resources
Costs
Geographic locations
Time allotted
Completion timeline

16. Training Human Resources
Training Deliveries
Internal Training
Informal Training
Training that occurs through interactions and feedback among employees.
On-the-Job Training (OJT)
Problems with OJT
- Poorly-qualified or indifferent trainers
- Disruption of regular work
- Bad or incorrect habits are passed on

17. Training Human Resources
Training Deliveries
External Training
outsourcing, consultants, for reasons like more quality, time, interact with managers.
Reasons for External Training
May be less expensive to outsource training
Insufficient time to develop training
Lack of expertise
Advantages of interacting with outsiders

18. Training Human Resources
Training Deliveries
E-Learning: Training Online
Sufficient top management support and funding
Accepting the idea of decentralized and individualized training
Current training methods not meeting needs
Computer literacy and access to computers
Time and travel cost concerns for trainees
The number and self-motivation of trainees

19. Training Evaluation
Comparison of the post training results to the objectives expected by trainers and trainees. Because training is both time consuming and costly evaluation should be done. Figure 7
Reaction: reaction, evaluate the reaction level of trainee by conducting interviews or questionnaires
Learning: can be evaluated by measuring how well trainees have learned facts, ideas, concepts, theories, and attitudes
Behavior: measuring the trainee job performance, and observe job performance
- Results: measuring the effect of training on the achievement of organizational objectives, like productivity, turnover, quality, and compare records before and after.

20. Ease of measurement by Kirkpatrick
High
Low
Easy Difficult
Ease of measurement by Kirkpatrick
Figure 7
Results
Behavior
Learning
Reaction

21. Balancing Costs and Benefits of Training