A PRESENTATION ON EMPLOYEE TRAINING AND DEVELOPMENT

PRESENTED BY: OBODO A. VICTORY & BANKOLE ILERIOLUWA.

EMPLOYEE TRAINING AND DEVELOPMENT

Employee training is the process of inputting, improving/adding, upgrading skillsets of
employees of
an organisation to enable/equip them carry out their present functions better or mould them to
be fit for more tasking functions higher than their present role in the organisation. The first step
in employee training is employee Orientation. This can be seen as the process if welcoming an
employee into an organisation, giving them an understanding of the organisation (explaining the
various roles of each office and how thier specific roles fits into the entirety of the organisation).
BENEFITS OF EMPLOYEE ORIENTATION
*It reduces anxiety of new employees
*It reduces employee turnover : when nee employees are given a warm welcome this gives
them a sense of belonging this in turn makes the employee feel valued and needed. It saves
time for supervisors and coworkers: this arises as a result of already understanding the
organisations and how the roles of all offices are intertwined.
*It serves as a medium of introducing new employees to staffs of the organisation

Employee Orientation in recent times has evolved from a stand alone event/activity to a part
of a big process called "ONBOARDING" On boarding is a program, steps or efforts taken early
in am employees duration in an organisation
to give them a total understanding of the dealings of the organisation, thier responsibilities and
how they fit into the company. On boarding can be done in various ways. Not all ways are
effective and advised.
Wrongs ways of on boarding
*osmosis: this is a process where the employee is expected to observe, learn and ask questions
whenthey feel confused. It is based of the thought that since an employee has the qualifications
to be employed in an organisation they shouldn't find it hard to master their way around. This
doesn't take into consideration that new employees are still trying to learn the different ways an
organization operates and adapt to them while also trying to understand what's expected of
them.
* Follow Joe Around: In this process, new employees are paired with proven employees in the
organisation/ field. This is based on the belief that the employee could easily learn how to
master their role if they watch someone do it real time. This thought process is faulty because
the learning process tends to be rigid, eliminating the creativity of new employees since they
would want to carry out their task exactly how the veterans did in order to prove that they're
capable and fit all while fearing to fail or not meet up.
*Just Watch the Video: Here the employee is given a virtual presentation of the operations of the
organisation to watch. This skips the usual one on one meetings and kills the curiosity of the
employees cos they may not have answers to questions arising from the video.
THE RIGHT APPROACH TO ONBOARDING
Ease anxiety on first day by giving a warm welcome to new employees. Give room for the
employee to study the firm in his/her first week
Show them important locations in the workplace
Involve senior management so as to prevent questions like "who is that" or late payment of
salaries
Give clear sense of task and set clear goals to new employees.
Importance of Training
*It improves morale of employees by giving them a sense job security
*Less supervision will be needed if the training is properly carried out
*Fewer errors
*It boosts job improvements and in turn increased productivity

Types of Employee training

On the Job : The trainee learns while performing the job using actual tools and equipments with
help
and guidance from superiors and colleagues. This is most suitable for vocational jobs. It could
be
achieved through coaching, mentoring, job rotation or job instructions. EG engineers
Off the Job: This is most effective when inculcating ideas and concepts a perfect examples are
legal
practitioners. Here the trainee is usually give a lecture do as to get an understanding of the job
and
scope of his task before performance. Could be done through straight lectures, E learning, or
simulation exercises.
Development
Development can be seen as efforts by employees or employers to increase the ability of
employees to handle a variety of assignments or increase their capabilities beyond the
requirements of their current task/functions. As a top-management plan for the development
and expansion of the organisation, this plan must boil down to the employees increasing thier
capabilities to handle the increased task they may be given( this is necessary for long term
plans to come to light).

Development Needs Assessments

The employers need to analyse the employees to know the most beneficial employees to
develop. This begins with analysis of both the employer and the employees so as to know what
needs to be
developed. Methods to assess development need

Assessment Centres: this involves activities that emulate the potential role the employees might
embark on. The employees are relieved of their duties on order to participate in this exercise.
This
provides the employer an idea of who is most suitable for the needs of thier organisation

Psychological Testing: Here, a trained psychologist have sessions with candidates for a role
gaining
information on thoughts processes and beliefs of the development candidates.

Performance Appraisal: Here employees are developed according to how well they perform in
thier
current role.
SUCCESSION PLANNING
This is a process of grooming employees to take over roles of key personnel by identifying long
term
plans for the smooth replacement of key employees. Replacement may occur as retirement,
departure, death, disabilities etc. This is usually focused on top management. Succession
planning is usually kick started by 2 activities
Development of replacement charts: This is done to ensure the right individuals with adequate
capacity to perform targeted jobs are available when needed. Assessment of capabilities and
interests of current employees. This provides detailed information on
who to place into the replacement charts.
Development Approaches
Development approaches refer to the methods and strategies used to enhance the skills,
knowledge, and abilities of employees and managers. Effective development approaches help
individuals grow professionally and contribute to organizational success.

Types of Development Approaches

There are two main approaches:

1. On-the-job development: Learning and growth occur while performing job tasks.
2. Off-site development: Learning and growth occur outside of regular job tasks, such as
through training programs or workshops.

Both approaches can be effective for developing employees and managers.

Management Development
Management development is essential for effective leadership in an organisation. It provides
managers with the knowledge, judgment, and skills needed to manage resources efficiently and
effectively. Key aspects in management development include:

1. Experience: On-the-job experience plays a significant role.

2. Development forms: Leadership development, coaching, mentoring, and executive education.

Performance Appraisal
Performance appraisal is a regular evaluation of employee performance. This is necessary
because of the following reasons.
1. Feedback: Providing employees with insights on strengths and weaknesses.
2. Personal attention: Allowing employees to discuss concerns and areas for improvement.
3. Employee development: Identifies areas for improvement and training needs.
4. Career growth: Supports career advancement and goal setting.
5. Organizational success: Aligns employee performance with organizational objectives.

Outcomes of Performance Appraisal

The outcomes of performance appraisal can have a significant impact on employees and the
organization. Some possible outcomes include:

1. Salary increases: Employees who perform well may be eligible for salary increases or
bonuses.
2. Promotions: High-performing employees may be considered for promotions to more senior
roles.
3. Training and development: Employees who require improvement in specific areas may be
provided with training or development opportunities.
4. Feedback and coaching: Employees receive feedback on their performance and guidance on
how to improve.
5. Recognition and rewards: Employees who excel may receive recognition or rewards, such as
employee of the month/quarter/year awards.

METHODS OF PERFORMANCE APPRAISAL

Performance appraisal methods can be categorized into:

-Traditional Methods: These are simple and straightforward approaches, such as ranking,
grading, and checklists, that evaluate employee performance based on predetermined criteria.
- Modern Methods: These are more comprehensive and nuanced approaches, including
360-degree feedback, management by objectives, behaviorally anchored rating scales, and
performance management systems, that provide a more detailed and accurate assessment of
employee performance.

Problems of Bias in Performance Appraisal

Biases in performance appraisal are errors or distortions that can lead to unfair or inaccurate
evaluations of an employee's performance. They can affect decision-making and impact
employee development and careers. Common biases

1. Halo Effect: When a rater's overall impression of an employee is influenced by a single trait or
behavior, resulting in an overly positive or negative evaluation.
2. Central Tendency Error: Here, raters tend to rate all employees as average, avoiding extreme
ratings. This can mask true performance differences and make it difficult to identify top
performers or areas for improvement.

3. Leniency and Strictness Biases: Some raters consistently rate employees too high (leniency)
or too low (strictness), which can lead to unfair evaluations and impact employee development.

4. Personal Prejudice: This occurs when raters allow personal feelings, biases, or stereotypes to
influence their evaluations, resulting in discriminatory or unfair treatment of certain employees.

5. Recent Effect: The raters focus on recent events or performance, rather than evaluating the
entire period. This can lead to inaccurate assessments and overlook long-term performance
trends.