copyright © 2009 pearson education, inc. publishing as prentice hall 6-1 training and developing...

Copyright © 2009 Pearson Education, Inc. publishing as Prentice Hall 6-1

Training and Developing Employees

Chapter 6


Orienting Employees

• Employee orientation provides new employees with basic background information needed to perform their jobs satisfactorily

• Socialization is the continuing process of instilling in all employees the attitudes, standards, values and behavior patterns expected by the company


Types of Orientation Programs

• Can be brief, informal introductions or lengthy, formal programs of a half-day or more

• New hires usually receive printed or web-based handbooks, employee benefits, personnel policies, daily routine, company organization/operations and safety measures/regulations


Purposes of Orientation

• The employee should feel welcome

• He or she should understand the organization in a broad sense (past, present, culture and vision) as well as key policies and procedures

• The employee should be clear about company expectations

• The employee should begin the socialization process


The Orientation Process

• Is performed by a HR specialist

• Orientation can utilize technology like personal digital assistants (PDAs); computer disks containing discussions of corporate culture, facilities videos and welcome messages; or orientation websites filled with info on the company’s take on hiring, ethics and policies

• Employers may use Virtual Orientation for employees off-site


Training’s Purpose and Process

• Training refers to methods employers use to give new or present employees the knowledge and skills needed to perform their jobs

• Training today is characterized by three things:

1. Increasingly technology-based

2. Trainers focus more explicitly on improving organizational performance


3. Training includes more than technical skills and usually includes team-building, decision-making and communication skills training

Training’s Purpose and Process, cont.


The Training and Development Process


Training Needs and Analysis

• What training (if any) does the employee require – often called “skills gapping”

• Two traditional needs approaches

1. Task analysis is a detailed study of the job to determine what specific skills the job requires

2. Performance analysis means verifying that there is a performance deficiency and determine what will rectify the deficiency


Competency Models

• Generic models or set of guidelines for jobs or closely related groups of jobs

• Competency means knowledge, skills and behaviors that enable employees to effectively perform their jobs


Setting Training Objectives

• After discovering needs trainers set concrete, measurable instructional objectives that specify what outcomes should be achieved

• Provide focus for efforts and a benchmark for evaluation


Traditional Training Techniques

• On-the-job training

• Informal learning

• Apprentice training

• Vestibule training

• Behavior modeling

• Videoconferencing distance learning


Computer and Internet-Based Training

• DVD based training

• Simulated learning

• Internet-based training

• Learning portals

• Virtual classrooms

• Mobile learning

• Instant messaging


Training for Special Purposes

• Providing lifelong learning

• Diversity training

• Training for teamwork and empowerment

• Global HR issues


Managerial Development and Training

• Managerial development is any attempt to improve managerial performance by through training efforts including:

– In-house programs such as courses, coaching and rotational assignments

– Professional programs such as SHRM seminars

– University programs such as executive MBAs


Trends in Management Development

• Program should be aligned with company strategy and goals

• Emphasis on supplementing traditional methods with realistic methods

• Trainee assessment precedes manager development programs


Managerial On-the-Job Training

• Job rotation

• Coaching/ understudy method

• Action learning


Action Learning Methods

• Case-study method which is useful if the trainer:

– Guides trainees without stating his/her opinions in examining possible alternatives and consequences

– Keeps in mind his/her own analysis of the case situation is irrelevant and may hinder the group

– Keeps the aim of training in mind and facilitates the group discussion


• Management games

• Improvisation

• Outside seminars

• University-related programs

• In-house learning and development centers

• Learning portals and accounts

• Executive coaches


Organizational Development

• Organizational development (OD) aims to change attitudes, values and beliefs of employees so that employees can identify and implement changes usually with the aid of a consultant

– Survey feedback

– Sensitivity training

– Team-building


Organizational Change

• Difficult to achieve but necessary due to international competition

• Individuals, groups and even entire organizations may resist change because they are used to the usual way of doing things or fear of power loss


Lewin’s Process for Overcoming Resistance

• Unfreezing forces striving to maintain status quo

• Moving new behaviors, values and attitudes through organizational changes or other management techniques

• Refreezing and reinforcing new behaviors to prevent relapse into old way of doing things


Evaluating Training and Development Efforts

• Basic issues include how to design the evaluation study and what training effect to measure

• Controlled experimentation uses both a training group and a control group in order to determine the effects of training


Training Effects to Measure

• Reactions to training program

• Determine whether trainees learned the principles, skills and facts they were supposed to learn

• Determine if the trainee’s behavior on the job changed due to training

• Evaluate results achieved in terms of training objectives


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