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Lecture 7 - Training & Development

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39 views21 pages

Lecture 7 - Training & Development

Uploaded by

yousuf
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Human Resource Management by Gary Dessler, 13th Edition, (Global Edition)

Pearson Education Limited.


https://romebusinessschool.com/wp-content/uploads/2014/03/Module-14-Ethics-and-Employee-Ri
ghts-and-Discipline.pdf

Human Resource Management

Training & Development

Session# 7
Purpose of Orientation
Orientation serves many purposes to company’s new employees such as;

• To make them feel welcome

• To make them understand what the organization culture is

• To make them understand what their work and behavior should be..

• To begin their socialization process

• To make them understand company’s policies an expectation


The Orientation Process
Company
Information related to
organization and
Employee benefits
operations

Personnel Employee Safety measures


policies Orientation and regulations

Facilities Daily
tour routine
Employee Orientation Checklist
Employee Name: Mr. Alberta Enthusia
Designation: Manager
Department: Finance
Joining Date: 12/6/2015

Assignments Instructions/Details Overview


Duty Hours
Department Function
Goal & Objectives
Staff Introduction
Office Desk Place

General Behavioral Instructions

Department Safety Procedures

Record Keeping Procedures


Equipment and Tools
General Training
Job Training
Weekly Overtime Policy
Transport Guidance
General Contract Overview
Other
Other

Employee Signature/date
June 12. 2015
Supervisor Name Mr. Karen Elexander
Supervisor Signature
Training & Development:
Training is the act of learning basic skills and knowledge necessary for a particular
job or a group of jobs. Development, on the other hand, means growth of the
individual in all respects.

An organization works for the development of its executives in order to enable them
to gain advanced knowledge and competence.
The Training Process
Training:

The process of teaching new employees or current employees basic skills that are
required to perform their jobs effectively.

Training’s Strategic Context:

The aim of company’s training program is to align work performance and company’s
strategic goals.
Steps in Training Process

The Five-Step Training Process

1 Needs analysis
2 Instructional design
3 Program implementation
4 Validation
5 Evaluation
Training programs consist of Five steps.

1. In the needs analysis step, identify the specific knowledge and


skills the job requires, and compare these with the prospective
trainees’ knowledge and skills.

2. In the instructional design step, formulate specific, measurable


knowledge and performance training objectives, review possible
training program content (including workbooks, exercises, and
activities), and estimate a budget for the training program.
3. Implement the program, by actually training the targeted employee
grow up using methods such as on-the-job or online training.

4. Presenting (trying out) the training to a small representative audience.

5. In the evaluation step, assess the program’s success (or failures)


Training Method
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

Advantages
Inexpensive
Immediate feedback
Training Methods: On the Job Training

1. Apprenticeship training 9. Video Conferencing


2. Vestibule Training 10. Computer based Training
3. Informal learning
4. Job instruction training (JIT)
5. Lectures
6. Programmed Learning
7. Behavior Modeling
8. Audiovisual-based training
Off the Job Training Methods:
1. Case Study Method
2. Management games
3. Role playing
4. In-house development center
5. Executive coaches
6. Seminars
7. Behavior modeling
8. Development Centers within the Organization
Computer-based Training (CBT):
Advantages:

Reduced learning time


Cost-effectiveness
Instructional Consistency

Types of CBT:

Intelligent Tutoring systems


Interactive multimedia training
Virtual reality training
Management Development
Management development
Any attempt to improve current or future management performance by imparting
knowledge, changing attitudes, or increasing skills.

Succession planning
A process through which senior-level openings are planned for and eventually filled.

Anticipate management needs


Review firm’s management skills inventory
Create replacement charts
Begin management development
Off-the-Job Management Training and Development Techniques:

Case study method


Managers are presented with a description of an organizational problem to
diagnose and solve.

Management game
Teams of managers compete by making computerized decisions regarding
realistic but simulated situations.

Outside seminars
Many companies and universities offer Web-based and traditional management
development seminars and conferences.
Off-the-Job Management Training and Development Techniques (cont’d)

Role playing:
Creating a realistic situation in which trainees assume the roles of persons in
that situation.

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.
Off-the-Job Management Training and Development Techniques (cont’d)

Corporate Universities:
Provides a means for conveniently coordinating all the company’s training efforts
and delivering Web-based modules that cover topics from strategic
management to mentoring.

In-house development centers:


A company-based method for exposing prospective managers to realistic
exercises to develop improved management skills.

Executive coaches:
An outside consultant who questions the executive’s boss, peers, subordinates,
and (sometimes) family in order to identify the executive’s strengths and
weaknesses.
Counsels the executive so he or she can capitalize on those strengths and
Managing Organizational Change and
Development
What to change?
 Strategy: mission and vision
 Culture: new corporate values
 Structure: departmental structure, coordination, span of control, reporting
relationships, tasks, decision-making procedures
 Technologies: new systems and methods
 Employees: changes in employee attitudes and skills
How to Lead the Change (in 10 Steps)
1. Establish a sense of urgency.
2. Mobilize commitment through joint diagnosis of problems.
3. Create a guiding coalition.
4. Develop a shared vision.
5. Communicate the vision.
6. Help employees to make the change.
7. Generate short-term wins.
8. Consolidate gains and produce more change.
9. Anchor the new ways of doing things in the company’s culture.
10. Monitor progress and adjust the vision as required.
Evaluating the Training Effort
• Designing the study
– Time series design
– Controlled experimentation

• 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
Thank you

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