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PowerPoint Presentation by Charlie Cook The University of West Alabama

Chapter 8 Training and Developing Employees

Part Three | Training and Development

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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WHERE WE ARE NOW…

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The purpose of this chapter is to increase your effectiveness in training employees. The main topics we’ll cover include orienting employees, the training process, analyzing training needs, implementing training and development programs, and evaluating the training effort.

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Summarize the purpose and process
of employee orientation.
List and briefly explain each of the four steps in the training process.
Discuss how you would motivate trainees.
Describe and illustrate how you would identify training requirements.
Explain how to distinguish between problems you can fix with training and those you can’t.
Explain how to use five training techniques.

LEARNING OUTCOMES

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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List and briefly discuss four management development programs.
List and briefly discuss the importance of the eight steps in leading organizational change.
Answer the question, “What is organizational development and how does it differ from traditional approaches to organizational change?”

LEARNING OUTCOMES (cont’d)

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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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

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Employee orientation (often called “onboarding” today) provides new employees with the information they need to function; ideally, though, it should also help new employees start getting emotionally attached to the firm.

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The Orientation Process

Company organization and operations

Safety measures
and regulations

Facilities
tour

Employee Orientation

Employee benefit information

Personnel
policies

Daily
routine

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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An orientation typically includes information on employee benefits, personnel policies, the daily routine, company organization and operations, safety measures and regulations, and a facilities tour.

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FIGURE 8–1

New Employee
Departmental
Orientation Checklist

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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A supervisor could use an orientation checklist such as Figure 8-1 to explain to a new employee the organization and workings of the department.

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The Training Process

Training

Is the process of teaching new employees
the basic skills they need to perform their jobs

Is a hallmark of good management

Reduces an employer’s exposure to negligent training liability

Training’s Strategic Context

The aims of firm’s training programs must make sense in terms of the company’s strategic goals.

Training fosters employee learning, which results in enhanced organizational performance.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Training means giving new or current employees the skills they need to perform their jobs. Training is a hallmark of good management. Employers today must make sure that their training programs are supporting their firms’ strategic goals.

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Steps in the Training Process

The Four-Step Training Process

Instructional design

Needs analysis

Program implementation

Evaluation

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Training programs consist of four steps.

In the needs analysis step, identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills.
In the instructional design step, formulate specific, measurable knowledge and performance training objectives, review possible training program content (including workbooks, exercises, and activities), and estimate a budget for the training program.
Implement the program, by actually training the targeted employee group using methods such as on-the-job or online training.
In the evaluation step, assess the program’s success (or failures).

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Training, Learning, and Motivation

Make the Learning Meaningful

At the start of training, provide a bird’s-eye view
of the material to be presented to facilitate learning.

Use a variety of familiar examples.

Organize the information so you can present it logically, and in meaningful units.

Use terms and concepts that are already familiar
to trainees.

Use as many visual aids as possible.

Create a perceived training need in trainees’ minds.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Training, Learning, and Motivation (cont’d)

Make Skills Transfer Easy

Maximize the similarity between the training situation and the work situation.

Provide adequate practice.

Label or identify each feature of the machine
and/or step in the process.

Direct the trainees’ attention to important aspects
of the job.

Provide “heads-up,” preparatory information that lets trainees know what might happen back on
the job.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Training, Learning, and Motivation (cont’d)

Reinforce the Learning

Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick
“well done.”

The schedule is important. 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.”

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Analyzing Training Needs

Task Analysis:
Assessing new employees’ training needs

Performance Analysis: Assessing current employees’ training needs

Training Needs Analysis

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Task analysis is a detailed study of the job to determine what specific skills the job requires. Performance analysis is 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).

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TABLE 8–1 Sample Task Analysis Record Form

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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As Table 8-1 illustrates, the task analysis record form consolidates six types of information regarding required tasks and skills that is helpful for determining training requirements.

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FIGURE 8–2 Example of Competency Model for Human Resource Manager

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The competency model consolidates, usually in one diagram, a precise overview of the competencies (knowledge, skills, and behaviors) someone would need to do a job well. As an example, Figure 8-2 shows an illustrative competency model for a human resource manager.

In this case, the model shows three things: At the top of the pyramid, it shows four roles we would expect the human resource manager to fill—line, staff, coordinative, and strategic. Beneath that, it shows the areas of expertise in which he or she must be expert to fill these roles, such as an expertise in HR practices and strategic planning. Next step down are basic competencies one would need to exhibit the required expertise and to fill the HR manager’s roles.

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Performance Analysis:
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

Specialized Software

Can’t-do or Won’t-do?

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or other means (motivation).

The heart of performance analysis is determining why performance is down. It is futile to train an employee whose work actually is deficient because of insufficient motivation. Distinguishing between can’t-do and won’t-do problems is therefore crucial.

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Training Methods

On-the-Job Training
Apprenticeship Training
Informal Learning
Job Instruction Training
Lectures
Programmed Learning
Audiovisual-Based Training
Vestibule Training
Teletraining and Videoconferencing
Electronic Performance Support Systems (EPSS)

Computer-Based Training (CBT)
Simulated Learning
Internet-Based Training
Learning Portals

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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With the program designed and budgeted and objectives set, you can turn to implementing the training program. This means actually doing the training, choosing and using one or more of the simpler, low-tech methods and, then perhaps, proceeding on to computer-based ones.

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The OJT Training Method

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

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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On-the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to CEO, gets on-the-job training when he or she joins a firm. In many firms, OJT is the only training available.

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On-the-Job Training

Follow up

Present the operation

Steps to Help Ensure OJT Success

Prepare the learner

Do a tryout

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Don’t take the success of an on-the-job training effort for granted. Train the trainers themselves (often the employees’ supervisors), and provide the training materials. Trainers should know, for instance, the principles of motivating learners.

Because low expectations on the trainer’s part may translate into poor trainee performance, supervisors/trainers should emphasize the high expectations they have for their trainees’ success.

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FIGURE 8–3 Some Popular Apprenticeships

The U.S. Department of Labor’s Registered Apprenticeship program offers access to 1,000 career areas, including the following top occupations:

Able seaman
Carpenter
Chef
Child care development specialist
Construction craft laborer
Dental assistant
Electrician
Elevator constructor
Fire medic
Law enforcement agent
Over-the-road truck driver
Pipefitter

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 8-3 lists popular recent apprenticeships. Apprenticeship training is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson.

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FIGURE 8–4 Job Instruction Training at UPS

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns step-by-step. This step-by-step training is called job instruction training (JIT). Figure 8-4 shows the step-by-step graphical instructions UPS uses to train new drivers in how to park their trucks and disembark.

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Delivering Effective Lectures

Don’t start out on the wrong foot.
Give your listeners signals.
Be alert to your audience.
Maintain eye contact with audience.
Make sure everyone in the room can hear.
Control your hands.
Talk from notes rather than from a script.
Break a long talk into a series of five-minute talks.
Practice and rehearse your presentation.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Lecturing is a quick and simple way to present knowledge to large groups of trainees, as when the sales force needs to learn a new product’s features. Here are some guidelines for presenting a lecture.

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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

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Programmed learning (or programmed instruction) is a step-by-step, self-learning method that consists of three parts.

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Intelligent Tutoring Systems

Advantages

Reduced learning time

Cost effectiveness

Instructional consistency

Types of Programmed Learning

Interactive multimedia training

Virtual reality training

Virtual classroom

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Intelligent tutoring systems are computerized, supercharged, programmed instruction programs. In addition to the usual programmed learning, intelligent tutoring systems learn what questions and approaches worked and did not work for the learner, and therefore adjust the suggested instructional sequence to the trainee’s unique needs.

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TABLE 8–2 Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training

CMI Computer-managed instruction

ICAI Intelligent computer-assisted instruction

ITS Intelligent tutoring systems

Simulation Computer simulation

Virtual Reality Advanced form of computer simulation

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Table 8-2 summarizes the main terminology of computer-based training.

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Internet-Based Training

Teletraining and Videoconferencing

Electronic Performance Support
Systems (EPSS)

Computer-Based Training

E-learning and learning portals

Distance Learning Methods

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Learning management systems (LMS) play an important role in Internet training. They are special software packages that support Internet training by helping employers identify training needs, and in scheduling, delivering, assessing, and managing the online training itself.

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FIGURE 8–5 Partial List of E-Learning Vendors

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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When an employer contracts with applications service providers (ASP) like those listed in Figure 8-5, employees can go to their firm’s learning portal to access a menu of training courses that the ASP company contracted with the employer to offer.

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Lifelong Learning and
Literacy Training Techniques

Provide employees with lifelong educational and learning opportunities

Instituting basic skills
and literacy programs

Employer Responses to Employee Learning Needs

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Lifelong learning means providing employees with continuing learning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their horizons.

Many employees have learning disabilities that make it challenging to read, write, or do arithmetic. The current emphasis on teamwork and quality requires that employees read, write, and understand numbers. Employers use both public and private sources to provide literacy training for their workers.

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Creating Your Own Training Program

Creating a Training Program

Use a detailed job description

Set training objectives

Develop an abbreviated task analysis record form

Develop a job instruction sheet

Compile training program for the job

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Training programs consist of four steps.

In the needs analysis step, identify the specific knowledge and skills the job requires, and compare these with the prospective trainees’ knowledge and skills.
In the instructional design step, formulate specific, measurable knowledge and performance training objectives, review possible training program content (including workbooks, exercises, and activities), and estimate a budget for the training program.
Implement the program, by actually training the targeted employee group using methods such as on-the-job or online training.
In the evaluation step, assess the program’s success (or failures).

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Implementing Management Development Programs

Assessing the company’s strategic needs

Developing the managers and future managers

Long-Term Focus of Management Development

Appraising managers’ current performance

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills. The management development process consists of (1) assessing the company’s strategic needs (for instance, to fill future executive openings or to boost competitiveness), (2) appraising managers’ current performance, and then (3) developing the managers (and future managers).

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Succession Planning

Begin management development

Review firm’s management skills inventory

Steps in the Succession Planning Process

Anticipate management needs

Create replacement charts

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Development is usually part of the employer’s succession planning. Succession planning refers to the process through which a company plans for and fills senior-level openings.

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Management Development Techniques

Job
rotation

Coaching and understudy

Managerial On-the-Job Training

Action
learning

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Managerial on-the-job training methods include job rotation, the coaching/understudy approach, and action learning.

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University-related programs

Management games

Off-the-Job Management Training
and Development Techniques

The case study method

Outside seminars

Executive coaches

Behavior modeling

Role playing

Corporate universities

Other Management Training Techniques

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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There are also many other off-the-job techniques for training and developing managers.

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FIGURE 8–6 Typical Role in a Role-Playing Exercise

Walt Marshall—Supervisor of Repair Crew

You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew. You now have to face the issue again because a new truck has just been allocated to you for assignment.

In order to handle this problem you have decided to put the decision up to the crew. You will tell them about the new truck and will put the problem in terms of what would be the fairest way to assign the truck. Do not take a position yourself, because you want to do what they think is most fair.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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The aim of role playing is to create a realistic situation and then have the trainees assume the parts (or roles) of specific persons in that situation. Figure 8-6 presents a role from a classic role-playing exercise called the New Truck Dilemma.

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Behavior Modeling

Encourage transfer of training to job

Have trainees role play using behaviors

Behavior Modeling Training

Model the effective behaviors

Provide social reinforcement and feedback

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Behavior modeling involves (1) showing trainees the right (or “model”) way of doing something, (2) letting trainees practice that way, and then (3) giving feedback on the trainees’ performance.

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Managing Organizational
Change Programs

Strategy

Technologies

Culture

What to Change

Structure

Employees

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Faced with the need to change, managers can change one or more of five aspects of their companies—their strategy, culture, structure, technologies, or the attitudes and skills of the employees.

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Managing Organizational Change and Development

Overcoming resistance to change

Effectively using organizational development practices

The Human Resource Manager’s Role

Organizing
and leading organizational change

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Knowing how to deal with resistance to change is the heart of implementing an organizational change program. Implementing change can mean either reducing the forces for the status quo or building up the forces for change.

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Managing Organizational Change and Development (cont’d)

Moving

Overcoming Resistance to Change:
Lewin’s Change Process

Unfreezing

Refreezing

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Psychologist Kurt Lewin formulated a model of change to summarize what he believed was a three-step process for implementing a change with minimal resistance.

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How to Lead the Change

Unfreezing Stage

Establish a sense of urgency (need for change).

Mobilize commitment to solving problems.

Moving Stage

Create a guiding coalition.

Develop and communicate a shared vision.

Help employees to make the change.

Consolidate gains and produce more change.

Refreezing Stage

Reinforce new ways of doing things.

Monitor and assess progress.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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This slide details Lewin’s three-step change process.

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Using Organizational Development

Applies behavioral science knowledge

Organizational Development (OD)

Usually involves action research

Changes the organization in a particular direction

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Organizational development (OD) is a change process through which employees formulate the change that’s required and implement it, often with the assistance of trained consultants.

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TABLE 8–3 Examples of OD Interventions

Human Process Applications

T-groups (Sensitivity Training)

Process consultation

Third-party intervention

Team building

Organizational confrontation meeting

Survey research

Technostructural Interventions

Formal structural change

Differentiation and integration

Cooperative union–management projects

Quality circles

Total quality management

Work design

HRM Applications

Goal setting

Performance appraisal

Reward systems

Career planning and development

Managing workforce diversity

Employee wellness

Strategic OD Applications

Integrated strategic management

Culture change

Strategic change

Self-designing organizations

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Table 8-3 lists the four basic categories of OD applications: human process, technostructural, human resource management, and strategic applications.

Action research—getting the employees themselves to review the required data and to design and implement the solutions—is the basis of all four.

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Evaluating the Training Effort

Designing the Evaluation Study

Time series design

Controlled experimentation

Choosing Which 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

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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There are two basic issues to address when evaluating training programs. The first is the design of the evaluation study and, in particular, whether to use controlled experimentation. The second issue is of “What should we measure?” and involves choosing which training outcomes to assess.

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FIGURE 8–7 Using a Time Series Graph to Assess a Training Program’s Effects

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 8-7 illustrates the assessment of a training program’s effects by a series of measures taken before and after the training program.

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FIGURE 8–8

A Sample Training
Evaluation Form

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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Figure 8-8 presents one page from a sample evaluation questionnaire for assessing trainees’ reactions to training.

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K E Y T E R M S

employee orientation

training

negligent training

task analysis

competency model

performance analysis

on-the-job training (OJT)

apprenticeship training

job instruction training (JIT)

programmed learning

electronic performance support systems (EPSS)

job aid

virtual classroom

lifelong learning

management development

job rotation

action learning

case study method

management game

role playing

behavior modeling

in-house development center

executive coach

organizational development

controlled experimentation

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.

Human Resources Management 12e Gary Dessler

Human Resources Management 12e
Gary Dessler

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