copyright © 2010 pearson education, inc. publishing as prentice hall8-1 human resource management...

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 8-1

Human Resource Management

Chapter Eight

Training and Development


Purpose of Training and Development

To ensure workers recruited and selected are able to do their jobs well

To prepare workers for future jobs in the company

To increase employee satisfaction and help them perform at a higher level

To improve likelihood the company will achieve its goals

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8–3

Purpose of Orientation

Feel Welcome

and At Ease

Begin the Socialization

Process

Understand the

Organization

Know What Is Expected in Work and

Behavior

Orientation Helps New Employees


8–4

The Orientation Process

Company Organization and

Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine


Training Defined A systematic process of providing employees with

competencies (KSAs) required to do their current jobs

May include classroom, online, role play, simulations or some combination

Development is future focused and aims to prepare employees to take on responsibilities in different jobs

Companies that invest the most in training and development yield higher returns to shareholders


Designing an Effective Training Process


Needs Assessment

Identifies the gaps between what employees should be doing and what they are actually doing

Organizational Analysis Task analysis Person Analysis


Organizational Analysis

Looks at environment for opportunities and threats, strengths and weaknesses to identify performance gaps Determines external and internal factors that affect what a company is trying to do and how it can do it External may include technology, skill sets in labor market, new laws or new initiatives by the business Internal may include absenteeism, turnover, accidents

or grievances


Task Analysis

Identify gaps between KSAs needed to perform the work required to support organization’s goals and its employees’ current KSAs Problems in meeting production requirements, low levels of performance, increase in accidents, increase in

customer complaints Gaps due to new employees hired without skill sets,

change in direction for organization, jobs being restructured


Person Analysis

Deciding which employees actually need to participate in training Comes from observation, performance appraisals, supervisor recommendations, and employee skills inventories Will not solve employee motivation problems


Design

Instructional objectives describe the purpose of the training program and what it will accomplish

Should be linked to the organization’s goals and conveyed to employees so they understand what they should learn and how to use it on the job

Lesson Plans map out what will be covered


Learning Styles

How people prefer to absorb and process new information:

Auditory learners hear information and process and

remember it (lectures, discussions) Visual learners need to see information (charts,

pictures) Tactile learners need to interact with the material they

are learning (writing activities, take notes) Kinesthetic learners need to be doing something

rather than hear or see the materials (roles plays, simulations)


Other Impacts on Training Success

Learning agility—characteristic of employees who seek new experiences and opportunities to learn new skills

Self-efficacy—confidence the employee has that he/she can do something

Interest in training program—drives motivation to learn, employees see how they can benefit from training


8–14

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


On-the-Job Training

Occurs when a manager or coworker teaches an employee how to perform some aspect of a job in the actual job location Cost effective Employees learn while being productive Trainer needs to be selected carefully Could result in loss of productivity, customers

and/or property


Specialized OJT Programs

Apprenticeships—method to teach skilled trades under tutelage of master tradesperson

Internships—students work at an organization for a period of time to learn what the job and organization are like

Cooperative education programs—students work for one semester while still in school (or work part of the day)


Approaches to Training Operations and Procedures Manuals—outline

company policies and practices (won’t cover all issues employees will encounter)

Classroom training—include role plays, discussions, and other experiential activities

E-learning–involves using computers or other electronic tools (more efficient, faster, less costly, 24/7)

-Web-based allows access to Web site

-Desktop training housed on employee’s desktop

-Podcasts are digital recordings that can be downloaded


Audiovisual Training Offers instruction in DVD, VHS or CD-

ROM format Can be viewed in individual or group

setting Facilitated by expert on the topic Economical way to ensure all employees

receive same information


Simulations

Goal is to replicate the work the employees will be doing

Experience is engaging, fun and challenging Developing a simulation that mirrors the work

environment is complex and costly


8–20

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


College and University Programs

Tuition reimbursement encourages employees to take courses and complete degrees

Usually there are restrictions on amounts paid, grades needed to qualify, and types of degrees


Coaching and Mentoring

Viewed as a form of employee development Coaching is about performance improvement,

usually short term, and focuses on a specific skill or ability

Mentoring is a longer-term relationship that involves a more senior employee teaching and nurturing a junior employee


Evaluation of Training

Level 1: Reaction - How employees feel about the course, the instructor, etc. (measured through survey)

Level 2: Learning - What learning has occurred (measured with pre-training/post-training assessment

Level 3: Behavior - Performance should improve (transfer of learning should occur on the job)

Level 4 and 5: Results and Return on Investment - What business results can be attributed to training (savings generated, revenue, error rate, etc.)


Checklist for Designing a Training Program


Investment in Training Firms with low-cost strategy will focus on

minimizing the cost of training—often train employees quickly and cost effectively

Firms with differentiation strategy will extensively train employees in areas relevant to their competitive advantage

All firms need to prioritize who gets training (frontline vs. support staff)

All firms must deliver some training, for example: safety, regulations, legal or compliance training


Where Training Is Done

Centralized training centers (corporate universities)

On-the-job training Costs will impact this

decisionHamburger University McDonald’s Center of Training Excellence


How Training Is Provided

Large companies have training departments that offer training in-house and focus on employee development

In smaller companies managers may provide training or send employees to outside programs, spending less money for formal development of employees


Other Impacts on Decisions About Training

Ensure all have equal access to training programs Be sensitive to work/life balance and travel related

to training In a tight labor market, individuals may be hired who

don’t meet all job requirements and need training to bridge gaps

Basic English reading and writing skills may be needed

Make reasonable accommodations for employees with disabilities


Technology and Training

Enables tracking of training and skill gaps that still exist for employees

Provides vehicle to deliver training to employees (e-learning)

Facilitates communication to employees about learning opportunities inside and outside the company


Training of Expatriates

Pre-departure training of employee and his/her family (language, religion, culture, business practices, safety)

Training during assignment is focused on what employee needs to do on the job to be successful

Repatriation should include assessment of whether employee needs additional training for new assignment


Ethics and Training

Include orientation to company’s values and beliefs

Incorporate discussion about ethical issues in all types of training

Best training is illustrated by each manager’s behavior (“Actions speak louder than words”)

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