Training and Developing Employees

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Training and Developing Employees

• Ch 5

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When you finish studying this chapter, you
should be able to

• Describe the basic training process.
• Discuss at least two techniques used for
  assessing training needs.
• Explain the pros and cons of at least five
  training techniques.
• Explain what management development is and why it
  is important.
• Describe the main development techniques.

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Orienting Employees

• Employee orientation provides new employees with
  the basic background information they need to
  perform their jobs satisfactorily

Socialization - process of instilling in
employees the prevailing standards that are
expected by the organization
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Socialization and Orientation

• Organizational socialization is the process used
  to transform new employees into effective company
  members.
• The three phases of socialization are

Encounter
Anticipatory Socialization
Settling In
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Three Phases of Socialization

• Through anticipatory socialization, expectations
  are developed about
• the company
• Job, the assignment, task, target
• working conditions
• interpersonal relationships
• The encounter phase occurs when the employee
  begins a new job.

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Three Phases of Socialization

• In the settle-in phase, employees start to feel
  comfortable with job demands and social
  relationships.
• Orientation programs play an important role in
  socializing employees. It involves familiarizing
  new employees with
• company rules, hand out, CG, ethics
• new product
• New policies,
• Manual, operation procedures

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Orienting Employees

• Covers
• employee benefits
• personnel policies
• the employees daily routine
• company organization and operations
• safety measures and regulations

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Orienting Employees

• The new employee should
• feel welcome
• understand the organization in a broad sense
• be clear about what the firm expects in terms of
  work and behavior
• begin the process of socialization

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Three Phases of Cross-Cultural Preparation
Phase One Predeparture Phase
Phase Two On-Site Phase
Phase Three Repatriation Phase
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??????????????????? (Training Process)

• Methods used to give new or present employees the
  skills and ability they need to perform their
  jobs
• Team-attitude
• Decision-making
• Communication skills
• Computer skills

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Designing Effective Training Activities

• 1. Needs Assessment
• Organizational Analysis
• Person Analysis
• Task Analysis
• 2. Ensuring Employees readiness for Tr
• Attitudes and Motivation
• Basic Skills
• 3. Creating a Learning Environment
• Identification of learning objectives
• Meaningful material
• Practice
• Feedback
• Observation of others
• Administering and coordinating program

• 4. Ensuring Transfer of Training
• Self-management strategies
• Peer and manager support
• 5. Selecting Training Methods
• Presentational Methods
• Hands-on Methods
• Group Methods
• 6. Evaluating Training Programs
• Identification of training outcomes and
  evaluation design.
• Cost-benefit analysis

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Needs Assessment
Organizational Analysis
Person Analysis
Task Analysis
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Training Needs Analysis

• Task analysis - detailed study of the job to
  determine what specific skills are required
• Performance analysis - verifying that there is a
  significant performance deficiency and
  determining whether that deficiency should be
  rectified through training

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Identifying Training Needs

• Performance reviews
• Job-related performance data
• Attitude surveys
• Employee daily diaries
• Assessment centers

• Observation by supervisors
• Interviews with the employee
• Tests
• Role plays and case studies

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Performance Management

• Process employers use to make sure employees are
  working toward organizational goals
• Distinguishing between cant do and wont do
  problems is the heart of performance analysis

• Performance Plan Monitoring Evaluation
• What to do - how many jobs - year end
• - Target - how many outcomes/month
• KPI each task - key measures/achievement

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Training Objectives

• Description of a performance you want learners to
  be able to exhibit before you measure/consider
  their competent
• Training Techniques

• On-the-Job Training
• Informal Learning
• Apprenticeship Training
• Simulated Training

• Audiovisual and Distance Learning Techniques
• Teletraining
• Computer-Based Training

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On-the-Job Training

• Coaching or understudy method
• Job rotation - an employee moves from job to job
  at planned intervals

• Informal Learning 80 of learning by employees is
  by performing their jobs on a daily basis in
  collaboration with their colleagues

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Apprenticeship Training

• Individuals become skilled workers through a
  combination of classroom instruction and
  on-the-job training

• Simulated Training Learn on the actual or
  simulated equipment they will use on the job but
  receive their training off the job

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Audiovisual and Distance Learning Techniques

• Tele-training - trainer in a central location can
  train groups of employees at remote locations via
  television hookups
• Videoconference Distance Learning - a means of
  joining two or more distant groups using a
  combination of audio and visual equipment

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Computer-Based Training

• Trainee uses a computer based system to
  interactively increase his knowledge or skills
• Intelligent tutoring systems
• Interactive multi-media training

• Learning Portals
• Firms employees are able to access all the
  corporate applications they need to use
• Get the tools they need to analyze data inside
  and outside the company
• See the customized content they need, like
  industry news and competitive data

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Training for Special Purposes

• Literacy Training Techniques  
• Values Training  
• Diversity Training  
• Training for Teamwork and Empowerment  

www.digitalthink.com
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Managerial Development and Training

• Attempt to improve managerial performance by
  training new knowledge, changing attitudes, or
  increasing skills
• Assess the companys needs
• Appraise the managers performance
• Develop the managers themselves

• Computerized management games
• University-Related Programs
• Outside Seminars
• In-House Development Centers

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Managerial On-the-Job Training

• Techniques include job rotation, the
  coaching/understudy approach, and action learning
  
• Job rotation moving management trainees from
  department to department to broaden their
  understanding of all parts of the business

• Action Learning
• Letting managers work full time on real projects,
  analyzing and solving problems, usually in
  departments other than their own

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Behavior Modeling

• Modeling
• Role playing
• Social reinforcement
• Transfer of training

• Executive Coach
• Outside consultant who questions the executives
  boss, peers, and subordinates to identify
  strengths and weaknesses
• Counsels the executive

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Organizational Development

• Aims to change the attitudes, values, and beliefs
  of employees so that the employees can identify
  and implement changes
• Action Research Gathering data about the
  organization and its operations and attitudes,
  with an eye toward solving a particular problem
• Feeding back these data to the employees, and
  then having them team-plan solutions to the
  problems

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Learning Organization

• An organization skilled at creating,
  acquiring, and transferring knowledge, and at
  modifying its behavior to reflect new knowledge
  and insights

Kurt Lewin - Model of Change

• Unfreezing - reducing the forces that are
  striving to maintain the status quo
• Moving - developing new behaviors, values, and
  attitudes
• Refreezing - building in the reinforcement to
  make sure the organization doesnt slide back
  into its former ways of doing things

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Evaluating the Training and Development Effort

• Controlled experimentation is the best method to
  use in evaluating a training program (Design of
  the evaluation)
• Training Effects to Measure

• Reaction
• Learning
• Behavior
• Results

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Outcomes Used in Evaluating Training Programs
OUTCOME Cognitive Outcomes Skill-based
Outcomes Affective Outcomes Results Return on
Investment

• WHAT IS MEASURED
• Acquisition of
• Knowledge
• Behavior
• Skills
• Motivation
• Reaction to Program
• Attitudes
• Company Payoff
• Economic value of
• Training

• HOW MEASURED
• Pencil and paper tests
• Work sample
• Observation
• Work sample
• Ratings
• Interviews
• Focus groups
• Attitude surveys
• Observation
• Data from IS
• or performance records
• Identify and compare
• costs and benefits of the
• program

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Big Five Personality Dimensions
Careful, dependable
Courteous, caring
Anxious, hostile
Sensitive, flexible
Outgoing, talkative
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Myers-Briggs Type Indicator