Human Resource Management

Seventeenth Edition

Chapter 8

Training and Developing

Employees

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Learning Objectives (1 of 2)
8.1 Summarize the purpose and process of employee
orientation.
8.2 List and briefly explain each of the steps in the training
process.
8.3 Explain how to use five training techniques.
8.4 List and briefly discuss four management development
methods.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Learning Objective 8.1: Summarize the
Purpose and Process of Employee
Orientation.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Orienting and Onboarding New Employees

• Employee orientation (HR, supervisor)

– or onboarding
– a procedure for providing new employees with basic
background information about the firm
• Every manager should know how to orient and train
employees

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

The Purposes of Employee Orientation

• Welcome – feel at home, part of the team.

• Basic information – email access, HR policies, benefits, etc.
• Understanding the organization – broad sense.
• Socialization – culture, values, ways of doing things.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

The Orientation Process
• Begins before the first day (ideally)
• HR staff – basic things like working hours, benefits, etc.
• Supervisor – department briefing, colleagues introduction,
etc.
• Employee handbook
• Orientation technology – QR code for company tour, gamify
onboarding.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Learning Objective 8.2: List and Briefly
Explain Each of the Steps in the Training
Process.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Overview of the Training Process
• Training means giving new or current employees the
skills that they need to perform their jobs
• Fosters engagement

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Aligning Strategy and Training
• Identify the employee behaviors the firm will need to
execute its strategy
• Deduce what competencies employees will need
• Put in place training goals and programs to impart those
competencies.
• Competency model

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

The ADDIE Five-Step Training Process

• Analyze – training need

• Design – overall training program
• Develop - course
• Implement – training the targeted employee group
• Evaluate – course effectiveness

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Conducting the Training Needs Analysis

• Strategic training needs analysis

• Current employees’ needs analysis
– Task analysis: determining the specific skills needed
– Performance analysis: verifying performance deficiency
▪ Uncovering why performance is down
▪ Distinguish between can’t-do and won’t-do problems

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Designing the Training Program (1 of 2)
• Design means planning the overall training program
• Setting learning objectives
• Identify constraints
• Creating a motivational learning environment

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Designing the Training Program (2 of 2)
• Make the learning meaningful
• Make skills transfer obvious and easy
• Reinforce the learning
• Ensure transfer of learning on the job
• What not to do
• Program delivery

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

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
• Once you design, approve, and develop the program,
management can implement and then evaluate it.
Copyright © 2024 Pearson Education, Inc. All Rights Reserved
Learning Objective 8.3: Explain How to
Use Five Training Techniques.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Implementing the Training Program
• On-the-job training (OJT)—Training a person to learn a
job while working on it
• Types of on-the-job training
– Coaching or understudy
– Job rotation
– Special assignments
– Peer training

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Steps in On-the-Job 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

1. Explain quantity and quality requirements.
2. Go through the job at the normal work pace.
3. 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.
4. Again, go through the job at a slow pace several times; explain the key points.
5. Have the learner explain the steps as you go through the job at a slow pace.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Steps in On-the-Job 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
1. Designate to whom the learner should go for help.
2. Gradually decrease supervision, checking work from time to time.
3. Correct faulty work patterns before they become a habit. Show why the
method you suggest is superior.
4. Compliment good work.
Copyright © 2024 Pearson Education, Inc. All Rights Reserved
Shadow Learning
• Shadow learners—learners who seek opportunities to
learn and practice their jobs in nontraditional ways.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Apprenticeship Training
• Apprenticeship Training—a structured process by
which people become skilled workers through a
combination of classroom instruction and on-the-job
training.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Training Programs (1 of 2)
• Informal learning
– 70/20/10: 70% of informal job learning on or off the job,
20% social interactions, and 10% formal training.
Employers can facilitate informal learning.
• Job instruction training (JIT): step-by-step training
• Lecturing: quick and simple way to present knowledge to
large groups of trainees

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Training Programs (2 of 2)
• Programmed learning: step-by-step, self-learning
• Behavior modeling
1. Modeling: watch live/video examples
2. Role-playing: in a simulated situation
3. Social reinforcement: by praising and constructive
feedback
4. Transfer of training: encourage to apply the new skills

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Other Types of Training
• Audiovisual-based: DVDs, films, PPT, etc.
• Vestibule training: kitchen training, operation theatre
• Electronic performance support system (EPSS): e-tools
• Videoconferencing: Internet + Zoom/Microsoft Teams
• Computer-based training (CBT): interactive computer training
• Online/Internet-based training
– Learning management systems: Blackboard System
• Learning portal: Website for training courses
• The virtual classroom: Zoom
• Mobile and micro learning: On-demand training

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Mixed Reality, Simulated Learning, and
Gaming

• Virtual reality
• Augmented reality
• Simulated learning
• Gaming

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Team Training
• Cross training: training employees to do different tasks or
jobs than their own; job rotation; sharing jobs
• Interpersonal skills: listening, handling conflict, negotiating
• Team management: problem-solving, meeting
management, consensus decision-making, team leadership

Copyright © 2024 Pearson Education, Inc. All Rights Reserved

Copyright

This work is protected by United States copyright laws and is

provided solely for the use of instructors in teaching their
courses and assessing student learning. Dissemination or sale of
any part of this work (including on the World Wide Web) will
destroy the integrity of the work and is not permitted. The work
and materials from it should never be made available to students
except by instructors using the accompanying text in their
classes. All recipients of this work are expected to abide by these
restrictions and to honor the intended pedagogical purposes and
the needs of other instructors who rely on these materials.

Copyright © 2024 Pearson Education, Inc. All Rights Reserved