TRAINING & DEVELOPING EMPLOYEES

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TRAINING & DEVELOPING EMPLOYEES

• Employees Orientation: A Procedure for providing new employees with basic

background information about the firm. At a minimum, new employees usually receive either

printed or internet-based employee handbooks. These explain things like working hours, performance reviews, getting on the payroll, and vacations .

Chapter 8HRM (Gary Dessler)

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Employees Orientation. . .

• A successful orientation should accomplish four things for new employees: – Make them feel welcome and at ease.– Help them understand the organization in a broad

sense.– Make clear to them what is expected in terms of work

and behavior.– Help them begin the process of becoming socialized

into the firm’s ways of acting and doing things.


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NEW EMPLOYEES DEPARTMENTAL ORIENTATION CHECKLIST

1. Human Resources Informationa. Departmental Attendance Procedures and UCSD

Healthcare Work Time & Attendance Policyb. Job Description Reviewc. Annual Performance Evaluation and Peer Feedback

Processd. Probationary Period Informatione. Appearance/Dress Code Requirementsf. Annual TB Screeningg. License and/or certification Renewals


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CHECKLIST (Contd…)2. Department Informationa. Organizational Structure-Department Core Values

Orientationb. Department/Unit Area Specific Policies & Proceduresc. Customer Service Practicesd. CQI Effort and Projectse. Tour and Floor Planf. Equipment/Supplies

• Keys issued• Radio Pager issued• Other______________

g. Mail and Recharge codes


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CHECKLIST (Contd…)

3. Safety Information

a. Departmental Safety Planb. Employee Safety/Injury Reporting Proceduresc. Hazard Communicationd. Infection Control/Sharps Disposale. Attendance at annual Safety Fair (mandatory)


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4. Facilities Informationa. Organizational Structure-Department Core Values

Orientationb. Department/Unit Area Specific Policies & Proceduresc. Customer Service Practicesd. CQI Effort and Projectse. Tour and Floor Plan

• Bed• Headwall• Bathroom• Nurse Call System


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5. Security Information a. Code Triage Assignmentb. Code Blue Assignmentc. Code Red – Evacuation Procedured. Code 10 – Bomb Threat Proceduree. Departmental Security Measuresf. UCSD Emergency Number 6111 or 911g. Tour and Floor Plan

• Bed• Headwall• Bathroom• Nurse Call System


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The Training Process

• Training The process of teaching new employees the basic skills

they need to perform their jobs.

• The strategic context of trainingPerformance management: the process employers use to make sure employees are working toward organizational goals.


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The Training & Development Process

Needs analysis– Identify job performance skills needed, assess prospective

trainees skills, and develop objectives. Instructional design

– Produce the training program content, including workbooks, exercises, and activities.

Validation– Presenting (trying out) the training to a small representative

audience. Implement the program

– Actually training the targeted employee group. Evaluation

– Assesses the program’s successes or failures.


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Make Learning Meaningful

It is usually easier for trainees to understand and remember material that is meaningful. Therefore:

1. At the start of training, provide a bird’s-eyes of the material to be presented. Knowing the overall picture facilitates 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.


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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 trainee’s attention to important

aspects of the job. For example, if you're training customer service representatives how to handle incoming calls, first explain the different types of calls they will encounter and how to recognize such calls.


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Make Skills Transfer Easy (Contd…)

5. Provide “heads-up,” preparatory information. For example, trainees learning to become first-line supervisor often face stressful conditions, high workload, and difficult subordinates back on the job. Studies suggest you can reduce the negative impact of such events by letting trainees know they might happen.


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Motivate the Learner• Here are some ways to motivate the trainee.1. People learn best by doing. Try to provide as much

realistic practice as possible.2. Trainees learn best when the trainers immediately

reinforce correct responses, perhaps with a quick “well done”.

3. Trainees learn best at their own pace. If possible, let them pace themselves.

4. Create a perceived training need in the trainees’ minds. In one study, pilot who had experienced pertaining accident-related events subsequently learned more from an accident-reduction training program than did those experiencing fewer such events


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Motivate the Learner…

You could illustrate the need for the training by showing videos of simulated accidents. Similarly, “before the training, managers need to sit down and talk with the trainee about why they are enrolled in the class, what they are expected to learn and how they can use it on the job.

5. The schedule is important too: The learning curve goes down late in the day, so that “full day training is not as effective as half the day or three-fourths of the day”.

• Negligent training A situation where an employer fails to train adequately

and the employee subsequently harms a third party.


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Analyzing Training Needs

• Task analysis: Assessing New Employees’ Training Needs

A detailed study of a job to identify the specific skills required.

• Performance Analysis: Assessing Current Employees’ Training Needs

Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employees).


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Training Methods• On the job Training (OJT) Training a person to learn a job while working at it. Here are some steps to help ensure OJT success.

Step 1: Prepare the Learner1. Put the learner at ease–relieve the tension2. Explain why he or she is being taught3. Create interest, encourage questions, find out what the

learner already knows about this or other jobs. 4. Explain the whole job and relate it to some job the

worker already knows.5. Place the learner as close to the normal working

position as possible.6. Familiarize the worker with equipment, materials, tools,

and trade terms.


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On the job Training (OJT) (Contd…)

Step 2: Present the Operation1. Explain quantity and quality requirements. 2. Go through the job at the normal work pace.3. Go through the job at a slow pace several times,

explaining each step. Between operations, explain the difficult parts, or those in which errors are likely to be made.

4. Again go through the job at a slow pace several times; explain the key points.

5. Have the learner explain the steps as you go through the job at a slow pace.


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Step 3: Do a Tryout1. Have the learner go through the job several times,

slowly, explaining each step to you. Correct mistakes and, if necessary, do some of the complicated steps the first few times.

2. Run the job at the normal pace.3. Have the learner do the job, gradually building up skill

and speed.4. As soon as the learner demonstrates ability to do the

job, let the work begin, but don’t abandon him or her.


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Step 4: Follow up1. Designate to whom the learner should go for help. 2. Gradually decrease supervision, checking work from

time to time against quality and quantity standards. 3. Correct faulty work patterns before they become a

habit. Show why the learned method is superior.4. Compliment good work; encourage the worker until he

or she is able to meet the quality and quantity standards.


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• Apprenticeship TrainingA structured process by which people become skilled

workers through a combination of classroom instruction and on-the-job training.

• Job Instructions Training (JIT)Listing each job’s basic tasks, along with key points, in order to provide step - by – step training for employees.

• Programmed Learning A systematic method for teaching job skills involving presenting questions or facts, allowing the person to respond, & giving the learner immediate feedback on the accuracy of his or her answer.


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Literacy Training Techniques • Audiovisual – Based Training Techniques like films, Power Points, videoconferencing,

audiotapes, & videotapes can be very effective & are widely used.

• Simulated TrainingTraining employees on special off-the-job equipment, as in

airplane pilot training. So training costs and hazards can

be reduced.


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Electronic Performance Support System (EPSS)

Sets of computerized tools & displays that automate training, documentation, & phone support, integrate this automation into applications, & provide support that’s faster; cheaper; and more effective than traditional methods.

• Job AidJob aid Is a set of instructions diagrams, or similar

methods available at the job site to guide the worker• Diversity Training

With an increasingly diverse workforce, more firms are

implementing diversity training programs.


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• Training Employees to Please customers

• Teamwork training

• Lifelong Learning Providing continuing training from basic remedial skills to

advanced decision-making techniques throughout the employees’ career


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Managerial Development and Training

• Management DevelopmentAny attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.

• Succession Planning A processes through which senior-level openings are

planned for and eventually filed.


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Managerial On – the – Job Training

• Job Rotation A management training technique that involves moving a

trainee from department to department to broaden his or

her experience and identify strong and weak points.

• Action learning A training technique by which management trainees are

allowed to work full time analyzing and solving problems

in other departments.


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Off – The Job Management T & D Techniques

• Case study method A development method in which the manager is presented with a written description of an organizational problem to diagnose and solve.

• Management game A development technique in which teams of managers

compete by making computerized decisions regards realistic but simulated situations.

• Role playingA training technique in which trainees act out parts in a

realistic management situation.


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Off – The Job Management T & D Techniques (Contd…)

• Behavior modeling A training technique in which trainers are first shown

good management techniques in a film, are asked to play roles in a simulated situation and are then given feedback and praise by their supervisor.

• In-house development centre A company-based method for exposing prospective

managers to realistic exercises to develop improved management skills.


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Off-the-Job Management Training and Development Techniques (cont’d)

• Executive coaches– An outside consultant who questions the executive’s

boss, peers, subordinates, and (sometimes) family in order to identify the executive’s strengths and weaknesses.

– Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.


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Managing Strategic Organizational Renewal

• Strategic Change A change in a company’s strategy, mission, and vision.

• Cultural Change A change in a company’s shared values and aims.

• Structural Change The reorganizing or redesigning of an organization’s departmentalization, coordination, span of control, reporting relationships, or decision-making process.

• Technological change Modifications to the work methods an organization uses

to accomplish its tasks.


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Overcoming Resistance To Change • What causes resistance?

– All behavior in organizations is a product of two kinds of forces—those striving to maintain the status quo and those pushing for change.

• Lewin’s Change Process– Unfreezing: reducing the forces striving to maintain

the status quo.– Moving: developing new behaviors, values, and

attitudes, sometimes through structural changes.– Refreezing: reinforcing the changes.


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Overcoming Resistance to Change…

• Change initiatives– Political campaign: creating a coalition strong

enough to support and guide the initiative.– Marketing campaign: tapping into employees’

thoughts and feelings and also effectively communicating messages about the prospective program’s theme and benefits.

– Military campaign: Deploying executives’ scarce resources of attention and time to actually carry out the change.


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How to Lead the Change:

• A 10-step change Process1. Establish a sense of urgency. Once they

become aware of the need to change, most leaders start by creating a sense of urgency.

2. Mobilize commitment through joint diagnosis of problems.

3. Create a guiding-coalition partnership.4. Develop a shared vision


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A 10-step change Process (Contd…)

v. Communicate the Vision.a. Keep it simple.b. Use multiple forums.

c. Use repetition. d. Lead by example.

vi. Help employees to make the change. It’s futile to communicate your vision and to have employees want to make it a reality.

vii. Generate short-term wins.viii. Consolidate gains and produce more change.ix. Anchor the new ways of doing things in the company’s

culture.x. Monitor progress and adjust the vision as required.


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Organizational Development (OD)

• A special approach to organizational change in which employees themselves formulate & implement the change that’s required.

– Usually involves action research.

– Applies behavioral science knowledge.– Changes the attitudes, values, and beliefs of

employees.– Changes the organization in a particular direction.


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Characteristics Of OD

• It usually involves action research, which means collecting data about a group, department, or organization and then feeding the information back to the employees so they can analyze it and develop hypotheses about what the problems might be.

• It applies behavioral science knowledge to

improve the organization’s effectiveness.


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Characteristics Of OD (Contd…)

• It changes the attitudes, values and beliefs of employees so that the employees themselves can identify and implement the technical, procedural, structural, or other changes needed to improve the company’s functioning.

• It changes the organization in a particular direction—toward improved problem solving, responsiveness, quality of work, and effectiveness.


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OD Interventions or Techniques

1. Human Process Applications

2. Technostructural Interventions

3. HRM Applications

4. Strategic OD Applications


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1. Human Process Applications

Human Process OD techniques generally aim first at improving human relation skills.

Sensitivity training A method for increasing employees’ insights into

their own behavior by candid discussions in groups led by special trainers.

Team buildingA method for clarifying and bringing into the open intergroup misconceptions and problems so that they can be resolved.


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Human Process Applications (Contd…)

Confrontation meetingsA method for clarifying and bringing into the open intergroup misconceptions and problems so that they can be resolved.

Survey researchA method that involves surveying employee’s attitudes and providing feedback to the work groups as a basis for problem analysis and action planning.


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2. Technostructural Interventions

OD practitioners are also increasingly involved in changing firm’s structures, methods, and job designs using an assortment of Technostructural interventions.

These interventions generally focus directly on improving productivity and efficiency.

In a formal structural change program, the employees collect data on the company’s existing organizational structure; they then jointly redesign and implement a new one.


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3. HRM Applications

OD practitioners increasingly use action research to enable employees to analyze and change their firm’s personnel practices.

Targets of change might include the performance appraisal and reward systems, as well as installing diversity programs.


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4. Strategic OD Applications

• Strategic interventions are organization wide OD programs aimed at achieving a fit among a firm’s strategy, structure, culture, and external environment.


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Strategic OD Applications (Contd…)• Integrated strategic management is one example of

how to use OD to create or change a strategy. It consists of four steps:

i. Managers and employees analyze current strategy and organizational design.

ii. Choose a desired strategy and organizational design.

iii. Design a strategic change plan— “an action plan for moving the organization from its current strategy and organizational design to the desired future strategy and design.

iv. Finally implement the strategic change plan, and measure and review the results to ensure that they are proceeding as planned.


TRAINING & DEVELOPING EMPLOYEES

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