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Training and Developing Employees

HRM

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sanjedajahan2002
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4 views21 pages

Training and Developing Employees

HRM

Uploaded by

sanjedajahan2002
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Training and Developing

Employees
Training

• The process of teaching new employees


the basic skills they need to perform their
jobs.
The Training and 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.
The Training and Development Process
(contd…..)
• 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.
Analyzing Training Needs

• Task analysis
– A detailed study of a job to identify the
specific skills required, especially for new
employees.
Analyzing Training Needs (contd…)
• Performance analysis
– 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 employee).
Training Methods
• On-the-job training (OJT)
– Having a person learn a job by actually doing
the job.

• OJT methods
• Coaching or understudy
• Job rotation
• Special assignments
Training Methods (OJT methods)
➢ Coaching or understudy
• Here an experienced worker or trainee’s
supervisor trains the employee.
➢ Job rotation
• Moving from one job to another job to
have a practical knowledge on different
jobs.
Training Methods (OJT methods)

• Special assignment

• Give lower level executives first-hand


experience in working on actual problems.
Training Methods (OJT methods)

• Apprenticeship training
– A structured process by which people become
skilled workers through a combination of
classroom instruction and on-the-job training.
Training Methods (OJT methods)

• Informal learning
– The majority of what employees learn on the
job they learn through informal means of
performing their jobs on a daily basis.
Training Methods (OJT methods)

• Job instruction training (JIT)


– Listing each job’s basic tasks, along with key
points, in order to provide step-by-step
training for employees.
Off-the-job training Methods

• Simulated training (occasionally called


vestibule training)
– Training employees on special off-the-job
equipment so training costs and hazards
can be reduced.
Off-the-job training Methods
• Case study method
– Managers are presented with a description
of an organizational problem to diagnose
and solve.
• Management game
– Trainees split up into teams of approximately
five or six people. Each team then competes in a
simulated marketplace. For example, they may
have to decide how much inventory to maintain
or how much to spend on advertising.
Off-the-job training Methods

• Outside seminars
– Many companies and universities offer
Web-based and traditional management
development seminars and conferences.
Off-the-job training Methods

• Role playing
– Creating a realistic situation in which trainees
assume the roles of persons in that situation.
Off-the-job training Methods
• Behavior modeling
– Modeling: showing trainees the right
(or “model”) way of doing something.
– Role playing: having trainees practice
that way
– Social reinforcement: giving feedback
on the trainees’ performance.
– Transfer of learning: Encouraging
trainees apply their skills on the job.
Evaluating the Training Effort
• Designing the study
– Time series design
• Training effects to measure
– Reaction of trainees to the program
– Learning that actually took place
– Behavior that changed on the job
– Results that were achieved as a result of the
training
Time Series Training Evaluation Design

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