Training and Developing

Employees
In this chapter, we will cover orienting and onboarding new
employees, employee engagement, the training process, implementing
training programs, implementing management development
programs, managing organizational change programs, and evaluating
the training efforts.

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 Learning Objectives
1. Summarize the purpose and process of employee
orientation.
2. Give an example of how to design onboarding to
improve employee engagement.
3. List and briefly explain each of the five steps in the
training process.
4. Explain how to use five training techniques.
5. List and briefly discuss four management development
methods.
6. Answer the question, “What is organizational
development and how does it differ from traditional
approaches to organizational change?”
7. Explain what to consider in evaluating the effectiveness
of a training program.

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 Summarize the purpose and
process of employee orientation
Employee orientation, or onboarding, provides new
employees with the information on the company and
job at hand information. The orientation is necessary to
get new employees up to speed on what it is that they
need to do in their jobs. Additionally, orientation
usually involves getting the employee enrolled in the
benefits programs and filling out paperwork
regarding benefits.

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 Employee Orientation
1. Make the new employee feel
welcome

2. Make sure the new employee

has the basic information
3. Help the new employee
understand the organization in a
broad sense
4. Start socializing the person
into the firm’s culture and ways
of doing things
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 The Orientation Process

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 Employment Law
• The Employee Handbook
• Orientation Technology
Employers use technology to support orientation. For example, some
employers use online learning training that gives overviews of items such
as the employer’s mission statement, organization, policies, and
procedures. Additionally, employers make it easy to access information
by providing App and QR codes that help with delivering large amounts
of information in bite size forms.

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 Give an example of how
to design onboarding to
improve employee
engagement

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 Employee Engagement:
Onboarding at Toyota
Day 1: Involves welcoming the employees and
overview of the organizational structure and culture

Day 2: Involves communication, mutual respect,

teamwork, and open communication values overview

Day 3: Involves 2.5 to 3 hours devoted to

communication and feedback training

Day 4: Involves teamwork training and Toyota

suggestion system

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 List and briefly explain each of the
five steps in the training process

• Training is the process of teaching new or current

employees the basic skills they need to perform their jobs.
• Training is an extremely important endeavor that
companies must do well.

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 The ADDIE Five-Step
Training Process
Analyze the training need

Design the overall training program

Develop the course

Implement training by targeting employee
groups using methods

Evaluate the course’s effectiveness

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 Employment Law
Training Decisions
Training decisions can trigger equal employment issues. The employer avoid
discriminatory actions in all aspects of its human resource management process, and
that applies to selecting which employees to train. That means employers should
provide training to all employees to ensure they understand their rights and
responsibilities.

Aligning Strategy and Training

The employer’s strategic plans should govern its training goals. In essence, the aim
is to identify the employee behaviors the firm will need to execute its strategy, and
from that, deduce what competencies employees will need.

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 Conducting the Training
Needs Analysis
• Strategic Training Needs Analysis: identifies the training employees
will need to fill these new future jobs.

• Current Training Needs Analysis is more complex, because you must

also ascertain whether training is the solution. Deciding whether to
train current and new employees is important in meeting
organizational goals.

• Task Analysis: is a detailed study of a job to identify the specific skills

required. Some managers supplement the job description and
specification with a task analysis record form. This form consolidates
information regarding required tasks and skills
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 Sample Task Analysis
Record Form

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 Conducting the Training
Needs Analysis
• Talent Management: Using Competency Models is a graphical model that
consolidates in one diagram a precise overview of the competencies (the
knowledge, skills, and behaviors) someone would need to do a job well.
Instructional design is designing, creating, and developing formal learning
solutions to meet organizational needs; analyzing and selecting the most
appropriate strategy, methodologies, and technologies to maximize the
learning experience or impact.
• Performance Analysis: Analyzing Current Employees’ Training Needs is
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). Performance analysis begins with
comparing the person’s actual performance to what it should be.
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 Ways to Identify How Current
Employees are Doing
• Performance appraisals
• Job-related performance data
• Observations by supervisors or other specialists
• Interviews with the employee or his/her
supervisor
• Tests of job knowledge, skills, and attendance
• Attitude surveys
• Individual employee daily diaries
• Assessment center results
• Special performance gap analytical software
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 Designing the Training
Program
Overall training program including training objectives, delivery
methods, and program evaluation.
Setting Learning Objectives
Training, development, learning, or instructional objectives should specify in
measurable terms what the trainee should be able to do after successfully
completing the training program.

Creating a Motivating Learning Environment

• Learning requires both ability and motivation, so the training program’s
design should consider both.
• In terms of ability, the trainee requires the necessary reading, writing, and
mathematical skills …
• Learners must also be motivated. The training program’s effects will be
diminished if trainees return to their jobs and others around them do not
support the training.
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 How to Motivate the Trainee

 Make the learning

meaningful

 Reinforce the learning

 Make skills transfer

obvious and easy

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 Developing the program
• Program development
Assembling the program’s training content and materials.
Some employers create their own training content, but
there’s also a vast selection of online and offline content.
Turnkey training packages often include a trainer’s guide,
self-study book, video, and other content.

• Implementation
Provide the training, using one or more of the instructional
methods

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 Implementing the
Training Program
On-the-Job Training means training a person to learn a job while working
on it.

Types of On-the-Job coaching or understudy method, job rotation, special

Training assignments, or peer training.

a structured process by which people become skilled

Apprenticeship Training workers through a combination of classroom
instruction and on-the-job training
employees that facilitate their own informal learning.
What employees learn on the job they learn through
Informal Learning informal means, including performing their jobs
while interacting every day with their colleagues.

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 Some Popular
Apprenticeships

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 Types of Training
• Job Instruction Training is listing each job’s basic tasks, along
with key points, in order to provide step-by-step training for
employees.

• Lectures are a quick and simple way to present knowledge to

large groups of trainees, like when the sales force needs to
learn a new product’s features

• Programmed Learning is a systematic method for teaching

job skills, involving presenting questions of facts, allowing the
person to respond, and giving the learner immediate feedback
on the accuracy of his or her answers.

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 Types of Training (cont.)
Behavior Modeling which is a training technique in which
trainees are first shown good management techniques in a
film, are asked to play roles in a simulated situation, and
are then given feedback and praise by their supervisor.
The basic procedure is as follows:
 Modeling
 Role-playing
 Social reinforcement
 Transfer of training

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 Types of Training (cont.)
• Audiovisual-Based Training: DVDs, films, PowerPoint, and
audiotapes

• Vestibule Training (near the job training) involves trainees

learning on actual or simulated equipment but are trained off
the job. Vestibule training is necessary when it’s too costly or
dangerous to train employees on the job.

• Electronic Performance Support Systems (EPSS): are

computerized tools and displays that automate training,
documentation, and phone support.

• Job Aid are a set of instructions, diagrams, or similar methods

available at the job site to guide the worker.

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 Types of Training (cont.)
• Videoconferencing involves delivering programs over
broadband lines, the Internet, or satellite.

• Computer-based Training (CBT) refers to training

methods that use interactive computer-based systems to
increase knowledge or skills. Interactive multimedia is
involved and includes the use of text, video, graphics,
photos, animation, and sound to create a complex
training environment with which the trainee interacts.

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 Types of Training (cont.)
• Simulated learning means different things to different
people. It could include:

 Virtual reality-type games

 Step-by-step animated guides
 Scenarios with questions and decision trees overlaying
animation
 Online role-play with photos and videos
 Software training including screenshots with interactive requests

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 Types of Training (cont.)
• The Virtual Classroom is a teaching method that uses special
collaboration software to enable multiple remote learners, using
their PCs or laptops, to participate in live audio and visual
discussions, communicate via written text, and learn via content
such as PowerPoint slides.

• Mobile Learning means delivering learning content, on the

learner’s demand, via mobile devices like cell phones, laptops, and
tablets, wherever and whenever the learner has the time and desire
to access it. Employers use mobile learning to deliver training on
many different topics.

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 Improving Performance
Through HRIS
Internet-based Learning
Employers use Internet-based learning to deliver almost all types of training.
For example, ADP trains new salespeople online, using a Blackboard learning
management system similar to one used by colleges.

Learning Portals
Learning portals are a section of an employer’s website that offers employees
online access to training courses. Many employers arrange to have an online
training vendor make its courses available via the employer’s portal.

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 Types of Training (cont.)
• Online/ internet-based training: utilizes online technologies such as
social networks, virtual worlds (such as Second Life), and systems
that blend synchronous and asynchronous delivery with blogs, chat
rooms, bookmark sharing, and tools such as 3-D simulations.

• Lifelong Learning: provides employees with continuous 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 occupational horizons.

• Literacy Training: Basic skills such as writing and speaking can be

trained by giving employees exercises to work.

• Diversity Training: aims to improve cross-cultural sensitivity, with

the goal of fostering more harmonious working relationships among
a firm’s employees.

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 Team Training
• Cross Training involves training employees to do different
tasks or jobs than their own; doing so facilitates flexibility and
job rotation.

• Technical Training involves employees being encouraged to

learn each other’s jobs and to encourage flexible team
assignments.

• Interpersonal Skills Training such as listening, handling

conflict, and negotiating are some of the types of
interpersonal skills training. Effective teams also require team
management skills such as decision making, team leadership,
and problem solving.

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 List and briefly discuss
four management
development methods

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 Implementing Management
Development Programs
Strategy’s Role in Management Development

• Promotion from within is a major source of management

talent, and virtually all promoted managers require some
development to prepare them for their new jobs. Furthermore,
management development facilitates organizational
continuity, by preparing employees and current managers to
smoothly assume higher level positions.
• Management development programs should reflect the firm’s
strategic plans. Some management development programs are
companywide and involve all or most new managers. Other
development programs aim to fill specific top positions, such
as a CEO.
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 Implementing Management
Development Programs
SUCCESSION PLANNING
Succession planning is the ongoing process of
systematically identifying, assessing, and developing
organizational leadership to enhance performance.
Succession planning requires assessing these candidates
and selecting those who will actually fill the key positions.

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 Improving Performance
Through HRIS
A succession system can allow managers to access the program via the
Web using a password. Managers can fill out online resumes for
themselves, including career interests, and not special considerations
such as geographic restrictions.

Candidate assessment and the 9-box grid

The 9-Box Grid is one tool to assess
candidates. It shows potential from low to
medium to high on the vertical axis, and
performance from low to medium to high
across the bottom—a total of nine possible
boxes.

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 Implementing Management
Development Programs
• MANAGERIAL ON-THE-JOB TRAINING
o Job rotation:moving managers from department to department to
broaden their understanding of the business and to test their
abilities.

o Coaching/understudy approach: trainees work directly with a

senior manager or with the person he or she is to replace; the latter
is responsible for the trainee’s coaching.

o Action learning: give managers released time to work analyzing and

solving problems in departments other than their own

o Stretch Assignments are assignments that “push employees beyond

their comfort zone,” placing them in jobs and assignments different
from and more demanding than those to which they are
accustomed.
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 Off-the Job Management Training
• The Case Study Method is a development method in which the manager is
presented with a written description of an organizational problem to diagnose
and solve. Integrated case scenarios create long-term, comprehensive case
situations.
• Management Games are computerized and are a development technique in
which teams of managers compete by making computerized decisions
regarding realistic but simulated situations.
• Outside Seminars are common training venues to send employees to and are
either Web-based or the traditional classroom or conferences.
• University-Related Programs: Many universities provide executive education
and continuing education programs in leadership, supervision, and the like.
• Role Playing playing is a training technique in which trainees act out parts in
a realistic management situation.
• Corporate Universities are an in-house development center that is a company-
based method for exposing prospective managers to realistic exercises to
develop improved management skills.
• Executive Coaches are outside consultants who question the executive’s
associates in order to identify the executive’s strengths and weaknesses, and
then counsels the executive so he or she can capitalize on those strengths and
overcome the weaknesses.

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 Explain what to consider
in evaluating the
effectiveness of a
training program
After trainees complete their training (or perhaps at planned intervals during
the training), the program should be evaluated to see how well its objectives
have been met. There are two basic issues to address when evaluating training
programs. One is the design of the evaluation study and in particular,
whether to use controlled experimentation. The second is, “What should we
measure?”

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 Evaluating the Training Effort

• Design the Study

o Time Series: take a series of
performance measures
before and after the training
program.
o Controlled Experimentation
is a formal method for
testing the effectiveness of a
training program, preferably
with before-and-after tests
and a control group.

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 Evaluating the Training Effort
• Training Effects to Measure
o Reaction: Evaluate the trainees’ reactions to the program.
o Learning: Test the trainees to determine whether they
learned the principles, skills, and facts they were
supposed to learn.
o Behavior: Ask whether the trainees’ on-the job behavior
changed because of the training program.
o Results: Know what results you want to achieve and
terms of the training objectives.

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 Example Training
Evaluation Form

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 Summary
1. New employees must be trained
2. There is more to orienting employees
than introducing them to coworkers
3. ADDIE outlines the training process
4. Specific training methods were covered
5. New managers often get on-the-job
training
6. Managers must execute organizational
change programs
7. Organizational training efforts

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