Human Resource Management
Sixteenth Edition, Global Edition
Chapter 8
Training and Developing
Employees
Learning Objectives
[Link] the purpose and process of employee orientation.
[Link] an example of how to design onboarding to improve employee
engagement.
3. List and briefly explain each of the steps in the training
process.
4. Explain how to use five training techniques.
[Link] and briefly discuss four management development methods.
[Link] and briefly discuss the importance of the steps in leading organizational
change.
7. Explain why a controlled study may be superior for
evaluating the training program’s effects.
Orienting and Onboarding New
Employees
• Employee orientation
– 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
The Purposes of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization
The Orientation Process
• Begins before the first day
• Employee handbook
• Orientation technology
Employee Engagement Guide for
Managers: Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual Respect
Day 3: Team Work
Day 4: Suggestion
system
Overview of the Training Process
• Training means giving new or current employees the skills that
they need to perform their jobs
• Fosters engagement
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 instill these
competencies.
The ADDIE Five-Step Training Process
• Analyze
• Design
• Develop
• Implement
• Evaluate
Conducting the Training Needs Analysis
• Strategic training needs analysis
• Current employees’ needs analysis
– Task Analysis
– Performance Analysis
Is the Problem Can’t Do or Won’t Do?
• Uncovering why performance is down is the heart of
performance analysis.
• Distinguish between can’t-do and won’t-do problems
Competency Profiles and Models in
Training and Development
• Competency model
– Precise overview of competencies needed to do the job
well
– List of competencies to be learned
– Criteria to assess mastery
– Examples of the competencies
– Complete projects for evaluation
Designing the Training Program
• Design means planning the overall training program
• Setting learning objectives
• Creating a motivational learning environment
• Make the learning meaningful
• Make skills transfer obvious and easy
• Reinforce the learning
• Ensure transfer of learning on the job
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
– Support materials
On-the-job training Training Program
– Coaching or Understudy
– Job rotation
– Special assignments
– Peer training
Steps in the OTJ 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
7. Explain quantity and quality requirements.
8. Go through the job at the normal work pace.
9. 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.
Steps in the OTJ 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
5. Designate to whom the learner should go for help.
6. Gradually decrease supervision, checking work from time to time.
7. Correct faulty work patterns before they become a habit. Show why the method you
suggest is superior.
8. Compliment good work.
Apprenticeship Training
• Apprenticeship Training – a structured process by which
people become skilled workers through a combination of
classroom instruction and on-the-job training.
Training Programs
• Informal learning
– 70/20/10
• Job instruction training (JIT)
• Lectures
• Programmed learning
• Behavior modeling
– Modeling
– Role-playing
– Social reinforcement
– Transfer of training
Other Types of Training
• Audiovisual-based
• Vestibule Training
• Electronic Performance Support System (EPSS)
• Videoconferencing
• Computer-Based Training (CBT)
– Simulated Learning and Gaming
• Online/Internet-Based training
– Learning portals
• The virtual classroom
• Mobile and micro learning
Lifelong and Literacy Techniques
• Lifelong learning
– providing employees with continuing learning
experiences over their tenure with the firm
• Literacy training
• Diversity training
Team Training
• Interpersonal
• Team management
Implementing Management
Development Programs
• Management development
– any attempt to improve managerial performance by
imparting knowledge, changing attitudes, or increasing
skills
• Strategy’s role in management development
• Support succession planning process
Candidate Assessment and the 9-Box
Grid
• The 9-box grid
– shows potential from low to medium to high on the
vertical axis
– Shows performance from low to medium to high
across the bottom
• Can simplify the task of choosing development candidates
Managerial On-The-Job Training and
Rotation
• Coaching / Understudy approach
– trainee works directly with a senior manager or with the
person he or she is to replace
• Action learning
– give managers released time to work analyzing and
solving problems in departments other than their own
• Stretch assignments
– Push beyond comfort zone
Off-The-Job Management Training and
Development Techniques (1 of 2)
• Case study method
• Computerized management games
• Outside seminars
• University-Related programs
• Role-playing
• Corporate Universities
• Executive Coaches
• SHRM Learning System
Managing Organizational Change
Programs
• Companies often find it necessary to change how they do
things.
• Making changes is never easy.
Lewin’s Change Process
1. Unfreezing
2. Moving
3. Refreezing
Using Organizational Development
• Organizational Development
– a special approach to organizational change in which
employees themselves formulate and implement the
change that’s required.
Evaluating the Training Effort
• Designing the study
• Controlled
experimentation
• Training Effects to
Measure
– Reactions
– Learning
– Behavior
– Results
