Human Resource Management Chapter 5: Training and Developing Employees

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Human Resource Management Chapter 5 Training
and Developing Employees

• Ass. Prof. Ipek Kalemci TUZUN

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TRAINING

• Training is typically part of the Human Resource
  Development.
• The role of Human Resource department is to
  improve the organizations effectiveness by
  providing employees with the knowledge, skills
  and attitudes that will improve their current or
  future job performance.

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TRAINING

• Training ing is an opportunity for learning
• Described as providing the conditions in which
  people can learn effectively. To learn is to
  gain knowledge, skill and ability
• Training cause learning, as a result of learning
  development occurs.

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Objectives of Training

• Training activities and businesses objectives are
  related each other as links. With the effective
  training program, organization easily catches
  their objectives. Training activities has some
  general objectives. They are
• Orienting new employee to the organization and
  their job
• Helping employees perform their current jobs well
• Helping employees qualify for the future jobs
• Keeping employees informed
• Providing opportunities for personal development

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Effective training produces many benefits for
both employees and organization overall.

• For the employees training creates
• Greater job satisfaction and morale among
  employees employees take more satisfaction in a
  job when they know how to do it well. If they are
  not sure what to do or how to do it properly,
  they can become frustrated and dissatisfied with
  their work.
• Improved self-esteem the combination of job
  satisfaction and peer acceptance leads to
  improved self-esteem.
• Opportunity to advance in the organization
  employees who demonstrate excellent performance
  at one level in an organization often have the
  opportunity to advance to other levels of
  responsibility.
• Increased employee motivation

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• For the organization, training causes
• Increased productivity employees who know how
  to perform their jobs are more effective and more
  productive than those who learn through error and
  trial are.
• Higher levels of customer satisfaction employees
  are able to take care of customers properly and
  have better skills for solving customer-related
  problems.
• Improved quality standards are met when people
  know what the organization expects from them
• Increased innovation in strategies and products
• Reduced employee turnover.
• Enhanced company image

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TRAINING NEED ANALYSIS

• WHY conducting training need analysis?
• Increases the chances that the time and money
  spent on training would be spent wisely
• Determines the benchmark for evaluation of
  training
• Increases the motivation of participants
• Provides an essential component in the
  implementation of the strategic plan
• Allows trainer to present logical explanation, at
  the start of training about what is not happening
  now( but should be) on the job, and how the
  training will be useful
• For most types of training, need analysis will
  increase the relevance effectiveness of training.

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Methods of Conducting Need Analysis

• Advisory Committee
• Job Description and Job Specification
• Work Sampling
• Performance Appraisals
• Skill Tests
• Questionnaires
• Exit Interviews

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TRAINING METHODS
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Cognitive Methods

• Cognitive methods provide verbal or written
  information, demonstrate relationships among
  concepts, or provide the rules for how to do
  something. These stimulate learning through their
  impact on cognitive processes and are associated
  most closely with changes in knowledge and
  attitudes. These types of methods can also be
  called as off-the-job training methods.

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Behavioral Methods

• Behavioral methods allow trainee to practice
  behaviour in real or simulated fashion. They
  stimulate learning through behaviour an are best
  for skill development and attitude change. These
  methods can be called as on-the-job training
  methods.

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• Thus either behavioural or cognitive learning
  methods can effectively be used to change
  attitudes, though they do so through different
  means.
• Cognitive methods are best for knowledge
  development and behavioural methods for skill
  development. The decision about what approach to
  take to training depend on several factors that
  include
• the amount of funding available for training,
• specificity and complexity of the knowledge and
  skills needed,
• timeliness of training needed, and the capacity
  and
• motivation of the learner.

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To be effective, training method should

• Motivate the trainee to improve performance
• Provide for active participation by the trainee
• Encourage positive transfer from training to job
• Provide timely feedback on the trainees
  performance
• Be structured from simple to specific problems

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Orientation

• Orientation is the formal introduction of the new
  employees to the organization and to the job.
  Orientation answers what questions new
  employees have on the first day of the work.
• Orientation is a specific taype of training which
  is given to the new employee

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Why Orientation Is Important

• Orientation explains basics often provided in
  an employee handbook
• Rules and policies are often discussed
• Makes new employee feel at ease
• Describes the organization the big picture
• Defines expected work behavior
• Socializes new employee in companys ways

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COGNITIVE METHODSOFF THE JOB TRAINING METHODS

• The Lecture
• Computer Based Training
• Vestibule Training Simulation
• Business Games
• Case Studies
• Role Playing

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The Lecture

• The lecture is best used to create a general
  understanding of a topic or to influence
  attitudes through education about a topic.
• The most common form of off-the-job training is
  the oral presentation of information to an
  audience

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Computer Based Training

• Computer based training can be defined as that
  any training that occurs through the use of
  computer.
• E- Learning new ways of delivering training
  programs are constantly being developed in the
  attempts to match the high speed at which
  businesses are moving. One of the new methods of
  delivering training programs is with online .

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Vestibule Training Simulation

• Vestibule Training involves the virtual
  duplication of work environment in an off-site
  setting.
• Simulation exercises place the trainee in an
  artificial environment that closely imitates
  actual working conditions where the trainer
  demonstrates on the same kind of machine and
  using the same procedures that trainees will use
  on the job.

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Business Games

• Business games are another form of simulations
  that attempt to indicate the way in an industry,
  company, or subunit of company functions.
  Generally, they are based on a set of
  relationships, rules, and principles derived from
  the theory or research.
• In this type of training, participants learn how
  to deal with a variety of issues in a simulated
  business environment. Trainees are provided with
  information describing a situation and are asked
  to make decisions about what to do. (e.g.,
  develop leadership skills, strengthen executive
  and upper management skills)

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Case Studies

• Details of series of events, either real or
  hypothetical, which take place in a business
  environment.
• When this method of training used, participants
  asked to sort through data provided in the case
  to identify the principal issues and then propose
  solutions to these issues

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Role Playing

• The purpose of this method is to give
  participants a chance to experience such
  situations in a controlled setting.
• Trainees are provided with a description of the
  context usually a topic area, a general
  description of a situation, a description of
  their roles, and the problem they each face.

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Each of the formats has particular types of
skills for, which is most appropriate.

• Vestibule training obviously is best at teaching
  people how to work with equipment.
• Business games are best for developing business
  decision-making skills and for exploring and
  solving complex problems
• Case studies are most appropriate for developing
  analytic skills, higher-level principles, and
  complex problem-solving strategies.its focus is
  more on the what to do(strategic knowledge)
  than on the how to get it done(skills)
• Role plays provide a good vehicle for developing
  interpersonal skills and personal insight,
  allowing trainees to practice interacting with
  others and receiving feedback

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BEHAVIOURAL METHODS ON THE JOB TRAINING

• On-the-job training places employees in actual
  work situation and makes them immediately
  productive.
• On-the-job training involve learning by doing,
  relies on demonstration and coaching.
• This form helps particularly to develop the
  occupational skills necessary to manage an
  organization, to fully understand the
  organizations products and services and how they
  are developed and carried out.

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BEHAVIOURAL METHODS ON THE JOB TRAINING

• Job Rotation
• Coaching
• Apprenticeship Training
• Internship

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Job Rotation

• Job rotation is the systematic movement of
  employees from job to job or project to project
  within an organization, as a way to achieve many
  different human resources objectives.
• Excellent job rotation program can decrease the
  training cost while also increasing the impact of
  training, because job rotation is a hands on
  experience. Make individuals more self-motivated,
  flexible, adaptable, innovative, eager to learn
  and able to communicate effectively and better
  understanding of strategic issues.
• One of the possible problems with the rotation
  programs will be the cost, because job rotation
  increase amount of management time to spent on
  lower level employees.

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Coaching

• Coaching is the process of one-on-one guidance
  and instruction to improve knowledge, skills and
  work performance.
• Coaching is becoming a very popular means of
  development, and often includes working
  one-on-one with the learner to conduct a needs
  assessment, set major goals to accomplish,
  develop an action plan, and support the learner
  to accomplish the plan.

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Apprenticeship Training

• Apprenticeship is another form of on-the-job
  training, is one of the oldest forms of training.
  Apprenticeship are designed to provide planned,
  practical instruction over a significant time
  span. Apprenticeship were the major approach to
  learning a craft.

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Internship

• Internship are opportunities for students to get
  real world experience, often during summer
  vacations as a part of fulfilling requirements
  for degree programs. Internship are offered
  usually by organization to college students
  wanting to find work experience. The internship
  offer precious, real life job experience and the
  organization often get skilled, highly dedicated
  service.

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• On-the-job training is clearly useful method for
  skill development, since trainees implementing
  their knowledge in the actual job conditions.
  Transfer of training naturally occurs. Because
  employees getting on-the-job training are
  actually working, not being trained in classroom,
  it has clear cost advantages, if it is done
  effectively.
• Productivity will be lower during the training,
  because neither the trainee nor the trainer will
  be producing full capacity. But it is real that
  on-the-job training method is really cost
  effective method over simulations, games and
  computer based training modules.

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Training For Special Purposes

• Global business training samples include
• Executive etiquette for global transactions
• Cross-cultural technology transfer
• International protocol and presentation
• Business basics for the foreign executive
• Language training

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Training For Special Purposes

• Diversity training
• Better cross-cultural sensitivity
• Results examples
• Improving technical skills
• Socialization

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Lifelong Learning

• Lifelong learning provides continuing training
  from basic remedial skills to advanced
  decision-making techniques throughout an
  employees career
• New old skills alike are learned updated
  continuously

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Managerial Development

• Management development is any attempt to improve
  managerial performance by imparting knowledge,
  changing attitudes, or increasing skills with an
  aim to enhance the future performance of the
  company itself

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Managerial On-the-job Training

• Job rotation
• Coaching/understudy approach

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Managerial Off-the-job Training

• The case study method
• Games
• Seminars
• University programs
• Role playing
• In house development