Chapter 8 Training and Developing Employees. 8–2 Purpose of Orientation Feel Welcome and At Ease...
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Transcript of Chapter 8 Training and Developing Employees. 8–2 Purpose of Orientation Feel Welcome and At Ease...
Chapter 8Training and Developing
Employees
8–2
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
8–3
The Orientation Process
Company Organization and Operations
Safety Measures and Regulations
Facilities Tour
Employee Orientation
Employee Benefit Information
Personnel Policies
Daily Routine
8–4
The Training Process
• Training– The process of teaching new employees the basic
skills they need to perform their jobs.• Training’s Strategic Context– The firm’s training programs must make sense in
terms of the company’s strategic goals.• Performance Management– Taking an integrated, goal-oriented approach to
assigning, training, assessing, and rewarding employees’ performance.
8–5
The Training Process (cont’d)
1
2
3
4
5
The Five-Step Training and Development Process
Instructional design
Needs analysis
Validation
Implement the program
Evaluation
8–6
Training, Learning, and Motivation
• Make the Learning Meaningful1. At the start of training, provide a bird’s-eye view of
the material to be presented to facilitate learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it logically, and in meaningful units.
4. Use terms and concepts that are already familiar to trainees.
5. Use as many visual aids as possible.
8–7
Training, Learning, and Motivation (cont’d)
• Make Skills Transfer Easy1. Maximize the similarity between the training
situation and the work situation.
2. Provide adequate practice.
3. Label or identify each feature of the machine and/or step in the process.
4. Direct the trainees’ attention to important aspects of the job.
5. Provide “heads-up,” preparatory information that lets trainees know what might happen back on the job.
8–8
Motivation Principles for Trainers• People learn best by doing—provide as much
realistic practice as possible.• Trainees learn best when the trainers
immediately reinforce correct responses.• Trainees learn best at their own pace.• Create a perceived training need in the trainees’
minds.• The schedule is important—the learning curve
goes down late in the day; less than full day training is most effective.
8–9
Analyzing Training Needs
Task Analysis: Assessing New Employees’ Training
Needs
Performance Analysis: Assessing Current Employees’ Training Needs
Training Needs Analysis
8–10
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
8–11
Training Methods• On-the-Job Training• Apprenticeship Training• Informal Learning• Job Instruction Training• Lectures• Programmed Learning• Audiovisual Training• Simulated Training• Computer-Based Training (CBT)• Electronic Performance Support Systems (EPSS)• Distance and Internet-Based Training
8–12
Training Methods (cont’d)• 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
8–13
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
8–14
Computer-Based Training (CBT)
• Advantages– Reduced learning time
– Cost-effectiveness
– Instructional consistency
• Types of CBT– Interactive multimedia training
– Virtual reality training
8–15
Distance and Internet-Based Training
Teletraining
Videoconferencing
Internet-Based Training
E-Learning and Learning Portals
Distance Learning Methods
8–16
Management Development
Assessing the company’s
strategic needs
Developing the managers and
future managers
Long-Term Focus of Management
Development
Appraising managers’
current performance
8–17
Succession Planning
1
Begin management development
Review firm’s management skills inventory
Steps in the Succession Planning Process
Anticipate management needs
Create replacement charts
2
3
4
8–18
Management Development (cont’d)
Job Rotation
Action Learning
Managerial On-the-Job
Training
Coaching/Understudy Approach
8–19
Management Development (cont’d)
University-Related Programs
Management Games
Off-the-Job Management Training Off-the-Job Management Training and Development Techniquesand Development Techniques
The Case Study Method
Outside Seminars
Executive Coaches
Behavior Modeling
Role Playing
Corporate Universities
8–20
Managing Organizational Change and Development
Strategy TechnologiesCulture
What to Change
Structure Employees
8–21
Managing Organizational Change and Development
(cont’d)
Overcoming resistance to
change
Effectively using organizational development
practices
The Human Resource Manager’s Role
Organizing and leading
organizational change
8–22
How to Lead the Change: Lewin’s Process
• Unfreezing Phase– Establish a sense of urgency (need for change).– Mobilize commitment to solving problems.
• Moving Phase– Create a guiding coalition.– Develop and communicate a shared vision.– Help employees to make the change.– Consolidate gains and produce more change.
• Refreezing Phase– Reinforce new ways of doing things.– Monitor and assess progress.
8–23
Using Organizational Development
1
Applies behavioral science knowledge.
Organizational Development (OD)
Usually involves action research.
Changes the organization in a particular direction.
2
3
8–24
TABLE 8–3 Examples of OD Interventions
Human Process ApplicationsT-groups (Sensitivity Training)
Process consultation
Third-party intervention
Team building
Organizational confrontation meeting
Survey research
Technostructural InterventionsFormal structural change
Differentiation and integration
Cooperative union–management projects
Quality circles
Total quality management
Work design
HRM ApplicationsGoal setting
Performance appraisal
Reward systems
Career planning and development
Managing workforce diversity
Employee wellness
Strategic OD ApplicationsIntegrated strategic management
Culture change
Strategic change
Self-designing organizations
Using Organizational DevelopmentUsing Organizational Development
8–25
Evaluating the Training Effort
• Designing the Study– Time series design
– Controlled experimentation
• Training Effects to Measure– 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
© 2008 Prentice Hall, Inc. All rights reserved.8–26
FIGURE 8–5Using a Time
Series Graph to Assess aTraining
Program’sEffects