Chapter 6 Training and Developing Employee

➢ The Purposes of Employee Orientation/Onboarding

• Provides new employees with the information they need to function ideally.
• It should also help new employees start getting emotionally attached to the firm.

You want to accomplish four things by orienting new employees:

1. Make the new employee feel welcome and at home and part of the team.
2. Make sure the new employee has the basic information to function effectively,
such as email access, personnel policies and benefits, and what the employer
expects in terms of work behavior.
3. Help the new employee understand the organization.
4. Start the person on becoming socialized into the firms' culture, values, and ways of
doing things.
• The length of the orientation program depends on what you cover.
• Traditional orientation programs take several hours.

The Employee Handbook )‫(لوائح الشركة‬

• Courts may find that the employee handbook s contents represent legally binding
employment commitments.
• Therefore, employers often include disclaimers.
• These make it clear that statements of company policies, benefits, and regulations
do not constitute the terms and conditions of an employment contract, either
expressed or implied.
➢ Overview of the training process
• Directly after orientation, training should begin.
• Training means: “Giving new or current employees the skills that they need to
perform their jobs”.
• Employee must know what to do and how to do it.
• Inadequate training can trigger negligent training liability.
➢ The ADDIE Five-Step Training Process
• The gold standard here is still the basic Analysis-Design-Develop-Implement-
Evaluate (ADDIE) training process model as follows
1. Analyze the training need.
2. Design the overall training program.
3. Develop the course (actually assembling/creating the training materials).
4. Implement training, by actually training the targeted employee group using
methods such as on-the-job or online training.
5. Evaluate the course s effectiveness.

1. Conducting the Training Needs Analysis

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 • The training needs analysis should address the employer’s strategic/longer term
training needs and/or its current training needs.

Strategic Training Needs Analysis Current Training Needs Analysis

▪ Strategic training needs ▪ Current training efforts aim to improve current
analysis focuses on identifying performance specifically training new
the training that employees will employees, and those whose performance is
need to fill these new future deficient.
jobs. ▪ Analyze current training needs depend on
▪ Strategic training needs whether you are training new or current
analysis is tied to succession employees.
planning. ▪ Analyzing current employees training needs is
▪ means identifying the training more complex, because you must also decide
and development that whether training is the solution.
employees need to fill the firms' ▪ For example, performance may be down
key positions, and then because the standards aren't clear or because
formulating plans to ensure that the person isn’t motivated.
high-potential employees get ▪ Managers use task analysis to identify new
the training and development to employees training needs, and performance
fill the firms' future positions. analysis to identify current employees training
needs.

Task Analysis )to know new employees training needs)

▪ Task analysis is a detailed study of the job to determine what specific skills
▪ For task analysis, job descriptions and job specifications are essential.
▪ These list the jobs specific duties and skills, which are the basic reference points
in determining the training required.
▪ Managers can also uncover training needs by reviewing performance standards,
performing the job, and questioning current job holders and their supervisors.

Talent Management: Using Profiles and Competency Models

▪ Talent management is the goal-oriented and integrated process of planning,
recruiting, selecting, developing, and compensating employees.
▪ Among other things, talent management involves using the same competencies
profile or model for recruiting the employee as for selecting, training, appraising,
and paying him according KSA.
▪ The employer can then formulate training goals and programs aimed at developing
these competencies.

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Performance Analysis: Analyzing Current Employees Training Needs
▪ 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).
▪ The first step in performance analysis is usually to compare the person s actual
performance to what it should be.
▪ Doing so helps to confirm that there is a performance deficiency, and helps the
manager to identify its cause.

The ways to identify how a current employee performance is doing

▪ Performance appraisals
▪ Job-related performance data (including productivity, absenteeism, grievances,
waste, late deliveries, product quality, downtime, repairs, equipment utilization,
and customer complaints)
▪ Observations by supervisors or other specialists
▪ Interviews with the employee or his or her supervisor
▪ Attitude surveys
▪ Special performance gap analytical software.
2. Designing the Training Program
• Design means planning the overall training program including training objectives,
delivery methods, and program evaluation.
• Setting performance objectives, creating a detailed training outline, choosing a
program delivery method), and verifying the overall program design with
management.
• The manager reviews possible training program content (including workbooks,
exercises, and activities), and estimates a budget for the training program.
• Setting learning objectives
• Creating a motivational learning environment
• Making the learning meaningful
• Making skills transfer obvious and easy
3. Developing the Training Program
• Program development means actually assembling/creating the programs training
content and materials.
• choosing the actual content the program will present, as well as designing/
choosing the specific instructional methods (lectures, cases, Web-based, etc.) you
will use.
• Training equipment and materials include (for example) iPads, workbooks,
lectures, PowerPoint slides, Web- and computer-based activities, course
activities, trainer resources (manuals, for instance), and support materials.
• once you design, approve, and develop the program, management can implement
and then evaluate it.
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4. Implementing Training Programs
• With objectives set and the program designed and budgeted, you can turn to
implementing the training program.
• This means actually doing the training, using one or more of the training methods.
• On-the-job training (OJT) means having a person learn a job by actually doing it.

Types of on-the-job Training

▪ Experienced workers or the trainee’s supervisor trains the

employee.
Coaching or
▪ This may involve simply acquiring skills by observing the
understudy method supervisor, or (preferably) having the supervisor or job expert
show the new employee the ropes step-by-step.
▪ is a process by which people become skilled workers, usually
Apprenticeship
through a combination of formal learning and long-term on-the-
training job training.
▪ what employees learn on the job they learn through informal
Informal learning means, including performing their jobs on a daily basis with their
colleagues.
▪ Many jobs (or parts of jobs) consist of a sequence of steps that
Job Instructions one learns best step by step.
training (JIT) ▪ The steps in such a job instruction training sheet show trainees
what to do, and the key points show how its to be done and why.
▪ is a quick and simple way to present knowledge to large groups
Lecture of trainees, as when the sales force needs to learn a new
product’s features.
▪ whether the medium is a textbook, PC, or the Internet,
programmed learning is a step by-step, self-learning method that
consists of three parts:
a) Presenting questions, facts, or problems to the learner.
Programmed Learning b) Allowing the person to respond.
c) Providing feedback on the accuracy of answers.
▪ Programmed learning reduces training time.
▪ It also facilitates learning by letting trainees learn at their own
pace, get immediate feedback, and reduce their risk of error.
Audiovisual-Based ▪ Audiovisual-based training techniques like DVDs, films,
Training PowerPoint, and audiotapes are still popular.
▪ With vestibule training, trainees learn on the actual or simulated
equipment they will use on the job but are trained off the job.
Vestibule Training
▪ Vestibule training is necessary when it’s too costly or dangerous
to train employees on the job.
Electronic
▪ Are computerized tools and displays that automate training,
performance support
documentation, and phone support.
systems (EPSS)
▪ Is popular for training geographically dispersed employees, and
Video conferencing involves delivering programs via compressed audio and video
signals over cable broadband lines, the Internet, or satellite.

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 ▪ Refers to training methods that use interactive computer-based
Computer-based
systems to increase knowledge or skills.
training ▪ Computer-based training is increasingly interactive and realistic.
▪ Means different things to different people.
Simulated learning ▪ A survey asked training professionals what experiences qualified
as simulated learning experiences.
Mobile learning ▪ Means delivering learning content on demand via mobile devices
(or on-demand like cell phones, laptops, and ipads, wherever and whenever the
learning) learner has the time and desire to access it.

The End of Chapter 6

‫ال تنسوا الدعاء لوالدي بالرحمة والمغفرة‬
‫ال تنسوا الدعاء لزميلنا عبدهللا بالرحمة والمغفرة‬

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