Human Resource Management: Training and Developing Employees

Human Resource Management
Fifteenth Edition
Chapter 8
Training and
Developing
Employees
Copyright © 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 3)
8-1. Summarize the purpose and process of
employee orientation.
8-2. Give an example of how to design on
boarding to improve employee engagement.
8-3. List and briefly explain each of the steps in the
training process.
8-4. Explain how to use five training techniques.
8-5. List and briefly discuss four management
development methods.
8-6. List and briefly discuss the importance of the
steps in leading organizational change.
8-7. Explain why a controlled study may be superior
for evaluating the training program’s effect.
I.
Summarize the purpose and
process of employee
orientation.
Orienting and Onboarding New
Employees
The Purpose of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization
The purpose the manager wants to accomplish are these four things when
orienting/onboarding new employees:
1. Make the new employee feel welcome, at home, and part of the team.
2. Make sure the new employee has the basic information to function effectively, such
as e-mail access, personnel policies and benefits, and expectations in terms of work
behavior.
3. Help the new employee understand the organization in a broad sense.
4. Start the process of a person becoming socialized into the firm’s culture, values, and
ways of doing things.
The Orientation Process
• Employee handbook
• Orientation technology
II.
Give an example of how to
design on boarding to improve
employee engagement.
Employee Engagement Guide for
Managers: Onboarding at Toyota
Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual Respect
Day 3: Team Work
Day 4: Suggestion system
III.
List and briefly explain each of
the steps in the training
process.
Overview of the Training Process
Training means giving new or current employees the skills that they
need to perform their jobs, such as showing new salespeople how to sell
your product. Training might involve having the current jobholder explain
the job to the new hire, or multi-week classroom or Internet classes.
Know Your Employment Law
Training and the Law
Let’s take a look…
Aligning Strategy and Training
The employer’s strategic plans should govern its training goals. In

essence, the task is to identify the employee behaviors the firm will need to
execute its strategy, and then from that, deduce what competencies (for
instance, skills and knowledge) employees will need. Then, put in place
training goals and programs to instill these competencies.
Improving Performance: The
Strategic Context
The Training Program That Turned Macy’s

Around
Let’s talk about it…
The ADDIE Five-Step Training
Process
• Analyzing the training need.
• Design the overall training
program.
• Developing the course.
• Implement training by actually
training the targeted employee
group.
• Evaluating the course
effectiveness.
Conducting the Training Needs
Analysis
• Strategic Training Needs Analysis
• Current Training Needs Analysis
– Task Analysis (to identify new employees’ training needs)
Is a detailed study of the job to determine what specific
skills (like reading spreadsheets for a clerk) the job requires. For
task analysis, job descriptions and job specifications are essential.
(to identify current employees’ training needs)

–IsPerformance Analysis
the process of verifying that there is a performance deficiency and
determining whether the employer should correct such deficiencies
through training or some other means (like transferring the employee).
Uncovering why performance is down is
the heart of performance analysis. Is The
Problem Can’t Do or Won’t Do?
Can’t-do problem
and, if so, its
specific causes. For
Won’t-do problem.
example: The
Here employees could
employees don’t
do a good job if they
know what to do or
wanted to. One expert
what your
says, “Perhaps the
standards are;
biggest trap that trainers
fall into is [developing]
You’ve hired people training for problems that
who haven’t the skills to training just won’t fix
do the job; or training is
inadequate.
Designing the Training Program (1 of 3)
 Design means planning the overall training program including
training objectives, delivery methods, and program evaluation.
 Sub-steps include setting performance objectives, creating a detailed
training outline (all training program steps from start to finish), choosing
a program delivery method (such as lectures or Web), and verifying the
overall program design with management
 The design should include

 Summaries of how you plan to set a training environment that
motivates your trainees both to learn and to transfer what they learn to
the job.
 It is also here that the manager reviews possible training program
content (including workbooks, exercises, and activities),
 Estimates a budget for the training program.
 If the program is to use technology, the manager should include a
review of the technology he or she plans to use as part of the
analysis.
• Setting learning objectives
Should specify in measurable terms what the trainee
should be able to do after successfully completing the
training program.
• Creating a motivational learning environment

The manager should address several issues
Learning requires both ability and motivation, and the
training program’s design should accommodate both.
 Ability the manager should address several trainee-ability issues. For

example, how will our program accommodate differences in trainee abilities?
Do we need to provide remedial training.
 Motivation. No manager should waste his or her time showing a disinterested
employee how to do something
• Make the Learning Meaningful
1. Provide a Bird’s-eye view
2. Use Familiar examples
3. Organize Information
4. Use Familiar terms
5. Use Visual aides
6. Perceived need
“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.”
• Making Skills Transfer Obvious and Easy
Make it easy to transfer new skills and behaviors from the training site to the
job site:
1. 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. For example, if
you’re training a customer service rep to handle calls, explain the different
types of calls he or she will encounter.
5. Provide “heads-up” information. For example, supervisors often face
stressful conditions. You can reduce the negative impact of such events by
letting supervisory trainees know they might occur.
6. Trainees learn best at their own pace. If possible, let them pace
themselves.
• Reinforce correct responses
‒ Schedule
‒ Follow-up assignments
‒ Incentives
• Ensure Transfer of Learning on
the job
• Other issues
Managers review alternative training methodologies (such as lectures, Web-based,
and so on) and choose likely methods for their program. They also decide how to
organize the various training content components, choose how to evaluate the
program, develop an overall summary plan for the program, and obtain
management’s approval to move ahead.
Developing the Program
• Assemble training content and materials
• Training Methods
‒ iPads
‒ Workbooks
‒ Lectures
‒ PowerPoint slides
‒ Web- and computer-based activities course
activities
‒ Trainer resources and manuals
‒ Support materials
Trends Shaping HR: Digital and
Social Media (1 of 2)
The Cloud
IV.
Explain how to use five training
techniques.
Implementing Training Programs
• Types of on-the-job training
‒ Coaching or Understudy
‒ Job rotation
‒ Special assignments
Steps in the OTJ Training (1 of 2)
Step 1: Prepare the learner
1. Put the learner at ease.
2. Explain why he or she is being taught.
3. Create interest and find out what the learner already knows about the job.
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.
Step 2: Present the operation

7. Explain quantity and quality requirements.
8. Go through the job at the normal work pace.
9. 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.
10. Again, go through the job at a slow pace several times; explain the key
points.
11. Have the learner explain the steps as you go through the job at a slow pace.
Steps in the OTJ Training (2 of 2)
Step 3: Do a tryout
1. 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. Once the learner can do the job, let the work begin, but don't abandon him or
her.
Step 4: Follow-up
5. Designate to whom the learner should go for help.
6. Gradually decrease supervision, checking work from time to time.
7. Correct faulty work patterns before they become a habit. Show why the
method you suggest is superior.
8. Compliment good work.
Apprenticeship Training
• Apprenticeship Training – a structured process by
which people become skilled workers through a
combination of classroom instruction and on-the-job
training.
Informal Learning
Surveys estimate that as much as 80% of what employees learn on the job they learn
through informal means, including performing their jobs while interacting every day
with their colleagues. Employers can facilitate informal learning.
Job Instruction Training
• Job Instruction Training (JIT) – listing each job’s
basic tasks, along with key points, in order to provide
step-by-step training for employees.
Lectures
Programmed Learning
• Programmed Learning – a systematic method for
teaching job skills, involving presenting questions or
facts, allowing the person to respond, and giving the
learner immediate feedback on the accuracy of his or
her answers.
Behavior Modeling
1. Modeling
2. Role-Playing
3. Social Reinforcement
4. Transfer of Training
Behavior modeling is one of the most widely used, well

researched, and highly regarded psychologically based
training interventions.
Other Types of Training
• Audiovisual-based
• Vestibule Training
• Electronic Performance Support
System (EPSS)
• Videoconferencing
• Computer-Based Training (CBT)
• Simulated Learning and Gaming
Lifelong and Literacy Techniques
Improving Performance: HR
Practices Around the Globe (1 of 2)
Diversity Training at
ABC Virtual Communication, Inc.
Team Training
Team training focuses on technical,
interpersonal, and team management
issues.
 Technical training, for instance, management
encouraged team employees to learn each other’s
jobs, to encourage flexible team jobs
 Interpersonal problems often undermine teamwork.

Team training here therefore included interpersonal skills
training such as in listening, handling conflict, and
negotiating.
 Team management skills, for instance, in problem-solving, meetings
management, consensus decision making, and team leadership, and the
teams received such training as well. Many employers use team training
to build stronger management teams.
Other Types of Learning
• Internet-Based training
• Learning Portals / Learning Management
Systems (LMS)
• Virtual classrooms
Trends Shaping HR: Digital and
Social Media (2 of 2)
Mobile Learning
Improving Performance: HR Tools
For Line Managers and Small Businesses
Creating Your Own Training Program
V.
List and briefly discuss four
management development
methods.
Implementing Management
Development Programs
Is any attempt to improve managerial performance by imparting knowledge,
changing attitudes, or increasing skills. It includes in-house programs like courses,
coaching, and rotational assignment
• Strategy’s Role in Management Development

Management development programs should reflect
the firm’s strategic plans. Management development
programs then impart the knowledge, attitudes, and
skills these managers will need to excel at their jobs.
• Succession Planning
Involves developing workforce plans for the
company’s top positions; it is the ongoing process
of systematically identifying, assessing, and
developing organizational leadership to enhance
performance.
Improving Performance Through
HRIS: Succession Systems
Dole Foods
Candidate Assessment and the 9-box
Grid The task of choosing
development candidates.
At the extremes, for
instance, low
potentials/low performers
would not move on. The
high high-potential/high-
potentials
performance stars most

assuredly would.
medium
low
low medium high
Performance
Managerial On-the-Job Training
and Rotation
• Job rotation, Coaching / Understudy Approach
• Action Learning
 Analyzing and solving problems in
departments other than their own.
 Its basics include carefully selected teams
of 5 to 25 members, assigning them real-
world business problems that extend
beyond their usual areas of expertise, and
structured learning through coaching and
feedback.
 The employer’s senior managers usually
choose the projects and decide whether to
accept the teams’ recommendations.
Improving Performance: HR
Practices Around the Globe (2 of 2)
Global Job Rotation
Off-the-Job Management Training and
Development Techniques (1 of 2)
• Case studies
• Computerized management games
• Outside seminars
• University-Related Programs
• Role-playing
Off-the-Job Management Training and
Development Techniques (2 of 2)
• Corporate Universities
• Executive Coaches
• SHRM Learning System
Leadership Development at GE
Trends Shaping HR: Customized Talent
Management Differential Development
Assignment
Allocating Development
VI.
List and briefly discuss the
importance of the steps in
leading organizational change.
Managing Organizational Change
Programs
Lewin’s Change Process
Formulated a model to summarize the basic process for
implementing a change with minimal resistance
 Two kinds of forces: those striving to maintain the status

quo and those pushing for change.
 Implementing change thus means reducing the forces for
the status quo or building up the forces for change.
By presenting a provocative problem or event to get people

1. Unfreezing to recognize the need for change and to search for new
solutions
Developing new behaviors, values, and attitudes. The manager
2. Moving may accomplish this through organizational structure changes,
through conventional training and development activities
Building in the reinforcement to make sure the organization
doesn’t slide back into its former ways of doing things—for
3. Refreezing instance, change the incentive system.
Using Organizational Development
• Organizational Development – is a special
approach to organizational change in which
employees themselves formulate and implement
the change that’s required.
OD has several distinguishing characteristics:
 It usually involves action research, which means collecting data, and
feeding the information back to employees. Employees then analyze it and
develop hypotheses about the problems and possible solutions.
 It applies behavioral science knowledge to improve the organization’s
effectiveness.
 It changes the organization in a particular direction such as toward
empowerment, improved problem solving, responsiveness, quality of work,
and effectiveness.
VII.
Explain why a controlled study
may be superior for evaluating
the training program’s effects.
Evaluating the Training Effort
• Designing the study
In deciding how to design the evaluation study, the basic concern is this:
How can we be sure that the training caused the results that we’re
trying to measure
• Controlled experimentation
Data are obtained both before and after one group is exposed to training and
before and after a corresponding period in the control group. This makes it easier
to determine the extent to which any change in the training group’s performance
resulted from the training
• Training Effects to Measure

‒ Reactions
‒ Learning
‒ Behavior
Copyright‒ Results
© 2017, 2015, 2013 Pearson Education, Inc. All Rights Reserved
Chapter 8 Review
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Human Resource Management

Training and the Law

Let’s take a look…

The employer’s strategic plans should govern its training goals. In

The Training Program That Turned Macy’s

Let’s talk about it…

(to identify current employees’ training needs)

 The design should include

• Creating a motivational learning environment

 Ability the manager should address several trainee-ability issues. For

Let’s take a look…

Step 2: Present the operation

Behavior modeling is one of the most widely used, well

Let’s talk about it…

 Interpersonal problems often undermine teamwork.

Let’s take a look…

Creating Your Own Training Program

Let’s talk about it…

• Strategy’s Role in Management Development

Let’s take a look…

performance stars most

low medium high

Global Job Rotation

Let’s talk about it…

Let’s take a look…

 Two kinds of forces: those striving to maintain the status

By presenting a provocative problem or event to get people

• Training Effects to Measure

What you should now know….

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