Suez-canal University Faculty of commerce (ENG.) Test Bank 2nd year, 2nd term Lecturer: Prof. Amira Gad Done by: Nahla M. Wahba Group: C Abstract This file includes all the Expected Essay Questions for the upcoming Exam (Final). The Document is protected (editing is unpermitted). For further inquiries please contact me on: https://www.facebook.com/nahla.mohamed.3538 . That’s all  1 Chapter 3 A) Define the following:  Talent management: is referred to as the goal-oriented and integrated process of planning, recruiting, developing, managing, and compensating employees.  Talent: refers to the attraction and selection of high potential employees (right people).  Workforce planning: is an organizational process that involve proactively planning ahead to ensure your company is staffed.  Talent forecasting: is the process for predicting changes in the demand for and supply of talent.  Staffing strategies: The technique used by an organization to place the right person to the right place. B) Answer the following Questions: 1) Briefly Explain the talent Planning.    Talent Management planning is about to attract more of the right people. Talent refers to the attraction and selection of high potential employees. It allows the employers to understand the career aspiration of the people they might need to hire. 2) Briefly explain the workforce/talent planning.    Workforce planning ‫ تخطيط القوي العاملة‬is an organizational process that involve proactively planning ahead to ensure your company is staffed. It involves the vision, mission goals and objectives of both HR and organization. Within the next decade organizations can expect to experience the following:  An ageing workforce which will create an increasing need for talented employees with the skills and competencies needed.  A more diverse workforce.  Increased competition for highly skilled employees.  Technology playing an ever-increasing role in empowering efficiency and productivity. 2 3) “Effective workforce planning influence the state of business in certain ways”. Mention them in details. *determine the importance (impact) of the workforce planning. 1. It eliminate surprise. Allows rapid skills replacement so that departments can continue to function smoothly 2. It smooth out business cycle. No delays in meeting production goals (employees have the required skills and have been developed to meet project needs) 3. It identifies problems early. HR practitioners can warn managers of minor problems before they turn into major ones 4. It prevent problems. Efficient workforce planning results in lower turnover rates, lower labour costs, and no layoffs. 5. It takes advantages of opportunities. As one of its objectives is to identify skilled workers. 6. It improve the image of HR department. 4) Workforce planning systems can be categorized into three basic areas which are: 1. Talent demand and supply forecast, 2. Action plan, and 3. Integration of Plan. Briefly discuss each of them. 1. Talent demand and supply forecast: Talent forecasting is the process for predicting changes in the demand for and supply of talent. Forecast broken into following areas:  Estimate changes in talent needs that result from organizational needs.  Estimated decrease or increase in company growth, output, or revenue.  Projection of future vacancies. 2. Action plan: Action plans aim to attract, retain, redeploy and develop the talent a company needs in order to meet the forecasted quantity and quality of employees. It includes the following activities:  Sourcing and recruiting an adequate supply of leaders and key talent.  Identifying internal development and the supply of qualified leaders and key talent.  Forecasting the gap between talent needs and its availability 3. Integration of plan: If the company is to meet its forecasted staffing needs, action plans must be fully implemented. They must be integrated into every aspect of workforce management. 3 5) *What are the steps in the workforce planning process?  Forecasting Labor demand: Means estimating the number of workers the organization will need in the future.  Forecasting techniques: - Quantitative method: statistical information (are used more often because it’s believed that forecasting is more accurate if one has figures to work with). - Qualitative method: interviewing related information (rely on expert’s judgments usually top managers who are involved in the strategic planning of the org.).  Forecasting Labor supply: - Involve estimating the availability of workers with the required skills to meet company’s labor need in the future. - Labor supply may come from existing employees or from outside the organization. - Estimation begin by inside the organization because the information is readily available and more accurate. -  Skills inventories and management information system (MIS) are normally used to provide this information. Implementation of the workforce plan: Ways of implementing the workforce plan:  When labor demand exceed labor supply the response will be: - Training or retraining. - Succession Planning. - Promotion from within. - Recruitment from outside. - Subcontracting. - Use of part time or temporary workers. - Use of overtime.  When labor supply exceed labor demand the response will as follow: - Pay cuts. - Reduced hours. - Work sharing. - Voluntary early retirements. - Inducements to quit. - Layoffs. 4  When labor supply equals labor demand the response will as follow: - Replacement of quits from inside of outside. - Internal transfers and redeployment. 6) Briefly explain the internal and the external factors affecting (influencing) recruitment.   Internal factors: - Organizational policy. The statement of intent in the policy dictate (Issue commands for) the parameters of the recruitment efforts. - Organizational culture. It frames how the organization responds to the external environments, and its strength defines the consistency of mindset of the employees through the core values and beliefs within the recruitment policy. - Pay and working condition. People have perceptions of they are worth and their work is worth. External factors: - Government or trade union restrictions. It plays an increasing role in recruitment practice. - - Labor market. It affects the availability of staff. If there’s a surplus of skills, many applicants will be available; if there’s a shortage of skills, few applicants will be available. Image of the company. An organization with positive image that practices equality, fairness, and supportive work environments attracts good employees in the labor market. 7) Briefly discuss the recruitment sources.  The internal sources: - Existing employees. Internal job postings allow existing employees to apply for more desirable jobs. - Referrals from current employees. Current employees tend to refer people who are demographically similar to themselves, which can lead to complexities especially if the organization has an affirmative ‫ ثابته‬action hiring policy. - Former employees. They could be people who were laid off during economic downturns, or who have worked seasonally. 5   The external factors (from outside the company): - Advertisements:  Can be used for local, regional, national, or international searches.  Experienced advertisers use the AIDA (Attention-interest-desireaction) principle to construct their advertising copy:  First, they attract attention.  Next, they develop interest in the job (the nature of the job itself, its location, or challenges)  Third, they create desire by amplifying the job’s interest factor.  Finally, they prompt action. - Employment agencies. Organizations use them to recruit and screen applicants for a position. Typically, agencies are used when the company is too small to have its own HR department. - Government agencies. (E.g. the department of labor) usually has a list of organizations with vacancies in certain categories. - Flyers and direct mail. Is aimed at gaining the attention of professionals. - Internship/learner-ship programs. Programs offered where graduates work directly alongside several HR business and practitioners. E-recruitment: Also known as web online recruitment, it’s the electronic method to recruit. (Ex: www.careerjunction.com). 8) “Discrimination in recruiting took many forms”, determine these forms in details.   Discrimination against disabilities: it’s claimed that previously 9/10 with disabilities experience difficulty in finding work and are subjected to serious discrimination. Discrimination in recruiting females: this phenomenon is typically experienced when an employee (woman) attempts to get promoted, but there’re no promotional positions (top managerial) available. 6 9) Briefly discuss the approaches to staffing strategies.  Promotions ‫ الترقيات‬: Occurs when an employee is moved from one job to another that is higher in pay, responsibility.  Transfer: Reallocation of human resource to meet internal, external, international or global challenge. Transfer happen when one employee moved to another equal in pay, responsibility.  Resignations ‫ االستقاالت‬: Represent an outward movement of staff.  Retrenchments ‫ خفض النفقات‬: Downturn in the economy or business reasons such as the closure of a company’s branch dictate that employers are forced to ask employees to seek other work.  Layoffs ‫ تسريح العمال‬: Take place for the same reason as retrenchment but latter employees are called back as soon as economy improved.  Dismissals ‫ اقاله او فصل‬: Are a result to employees misbehavior (also known as serious misconduct) and proper procedures must be followed.  Retirement ‫ التقاعد‬: it has the advantage for the employer that there’s usually plenty of notice, so that succession arrangement can be planned. 7 Chapter 6 A) Define the following:  Selection: Is the process of choosing individuals who have relevant qualifications to fill existing or projected job openings.  Reliability: The degree to which interviews, tests, and other selection procedures yield comparable data overtime and alternative measures.  Validity: The degree to which a test or selection procedure measures a person’s attributes.  Non-directive interview: An interview in which the applicant is allowed the maximum amount of freedom in determining the course of discussion, while the interviewer carefully refrains from influencing the applicant’s remark.  The structure interview: An interview in which a set of standardized questions having an established set of answers is used.  The situational interview: An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.  The Behavioral Description Interview: An interview in which an applicant is asked questions about what he or she actually did in a given question.  Panel Interview: an interview in which a board of interviewers questions and observe a single candidate.  Sequential Interview: a format in which candidate is interviewed by multiple people one right after another.  Pre-employment test: is an objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) relative to other individuals. 8 B) Essay Question: 1) Define the selection process and mention its steps. - Selection: Is the process of choosing individuals who have relevant qualifications to fill existing or projected job openings. - Steps:  Medical Exam/ Drug test.  Pre – employment test.  Reference and background checks.  Interviews.  Completion of application.  Submission of resume.  Hiring decision. 2) “It’s essential that the information gathered about candidates be reliable and valid” briefly discuss the reliability and validity. - Reliability ‫الموثوقيه‬: The degree to which interviews, tests, and other selection procedures yield comparable data overtime and alternative measures. It also refers to the extent to which 2 or more methods (e.g. Interviews, and tests) yield similar results or are consistent. - Validity ‫الصالحيه‬: The degree to which a test or selection procedure measures a person’s attributes, in another words the selection process should be able to predict how well a person performs on the job. 3) “Employers use many different pieces to determine if an application will be successful on the job” briefly discuss the initial screening. The initial pieces of information for screening candidate include:  Cover Letter and Resume: - These documents are reviewed first with an eyes toward who can be eliminated. - Some software scan the resume collected for a position, pulls a list of qualified candidates, and rank them according to how closely they match the job criteria. 9  Internet Checks and Phone screening: - HR Use internet check and phone screening to narrow down the field and save managers time by eliminating candidates who are not likely to be hired. - Video is being used to prescreen applicants as well, video resume: short video clips that highlight applicants’ qualifications beyond what they can communicate on their resume. - The video allow employers to see how well they present themselves and decide whether they should be called for an interview. - However, there is some concern that video resume will cause employers to screen people based on their looks rather than qualification.  Application: - It may include the following:  Application Date. (this helps the managers know when the form was completed)  Educational Background. (grade, and high school, college)  Experience.  Arrest and Criminal Conviction. (some states have made these questions illegal)  National Origin. (Such questions are not permitted).  Reference.  Disabilities. (Employers are not allowed to ask applicants questions related to the nature, existence, or severity of a disability). - Online applications:  One of the key advantage of online application is that the company can recruit candidates and fill their job openings much faster.  Another advantage is that generating larger number of applicants tends to promote greater employees diversity.  On the other side the large number may contain many of which fail to meet minimum qualification.  Employment interview: The interview remain a mainstay ‫ دعامه‬of selection because: - It’s especially practical when there are only small number of applicants. - It serves other purposes such as public relation. - Interview maintain great faith and confidence in their judgment. - (+ Its types that will be mentioned in the next question). 10 4) Briefly discuss the types (forms) of the interview. 1. The Nondirective Interview:  An interview in which the applicant is allowed the maximum amount of freedom in determining the course of discussion, while the interviewer carefully refrains from influencing the applicant’s remark.  The interviewer ask broad, open-ended or follow up questions, such as: tell me more about your experiences on your last job” and let the applicants to talk freely with minimum interruption.  The greater freedom afforded to the applicant in the nondirective interview helps bring to the interviewer’s attention any information, attitude, or feeling.  The method is most likely to be used at high-level position and counseling. 2. The structured Interview.  An interview in which a set of standardized questions having an established set of answers is used.  A structured interview is more likely to provide information needed for making sound decisions. 3. The situational Interview:  An interview in which an applicant is given a hypothetical incident and asked how he or she would respond to it.  The applicant response evaluated relative to pre-established benchmark standards.  This method used to select new college graduate. 4. The Behavioral Description Interview:  An interview in which an applicant is asked questions about what he or she actually did in a given question.  Recent research indicated BDI as more effective than situational Interview for hiring high level positions. 11 5. Panel and Sequential Interview.  Panel Interview: an interview in which a board of interviewers questions and observe a single candidate. - Panel interview include high reliability because it include multiple inputs, it result in shorter decision making period and less discrimination in hiring. - Sequential Interview: a format in which candidate is interviewed by multiple people one right after another (very common). 6. Phone Interview.  Under certain circumstances, phone interviews can be effective and help expand a company’s pool of talent.  This method able to recruit people from around the world.  Some research suggest that applicant less engage in impression management in computerized interview than in face to face. 7. Computer Interview:  At some companies the computer interview is by ask the candidate to answer a series of multiple choice questions.  Computer interview help to filter out unqualified applicant. 8. Video interview:  Called Virtual interview: interviews conducted via video conferences or over the web.  They have several potential advantages related to flexibility, speed, and cost. 5) Write down the Guidelines for employment interviewers. - Organization should be cautions in selecting employment interviewer. The qualities of good interviewer include humility, objectivity, maturity and poise. Interviewer should have method to deal with diversity in workforce, experience in associating with people from various back ground. To avoid interviewers include over-talkativeness, extreme opinions, and biases. 12 6) Briefly discuss the interviewer training.    Training improve the competence of interviewer. Interviewer training programs should include practice interview conducted under guidance. The following list present 11 ground rules for employment interviews that are commonly accepted and supported by research findings: 1. Understand the Job. (Insuring that interviewers understand the job and its requirements). 2. Establish an interview plan. Examine the purposes of the interview and determine the areas and specific questions to be covered). 3. Establish and maintain rapport and listen actively (by greeting the applicant pleasantly, explaining the purpose of the interview). 4. Pay attention to nonverbal cues. (Applicant’s facial expressions, gestures, body position, and movements). 5. Provide information as freely and honestly as possible. (Fully answer the applicants’ questions). 6. Use questions actively. (Ask open-ended questions rather than questions that can be answered with a simple “yes” or “no”). 7. Separate facts from inference. (Compare your inferences with those of other interviewers). 8. Recognize stereotypes and biases. (Stereotyping involves forming generalized opinions about people of a given gender, race, ethnic background or appearance). (Bias: is for interviewers to consider candidates who have interests, experiences, and background similar to their own to be more acceptable). 9. Avoid the “hello” errors or judging a favorable or unfavorable overall on the basis of only strong points (or weak point) on which you place high value. (Also avoid the influence of “beautyism”-Discrimination against unattractive but talented people is a persistent form of employment discrimination). 10. Control the course of interview. (Establish an interview plan and stick to It. provide the applicant with the opportunity to talk, but maintain control of the situation in order to reach the interview objectives). 11. Standardize the questions asked. (To increase the reliability of the interview and avoid discrimination, ask the same questions of all applicants for a particular job, keep careful notes; record facts, impression, and any relevant info.) 13 7) “The entire subject of what is legal or illegal in an employment interview gets pretty complicated”, Write down some examples for what is legal or illegal to ask about. *Diversity management: Are your Questions legal?  The interviewer not allowed to ask interviewee about race, color, age, religion, sex, national origin, caregiver status.  Interviewer can ask about physical disabilities if the job involve manual labor.  Employers often provide their interviewer with instructions on how to avoid potentially discriminatory questions. 8) Briefly discuss the post-interview screening. When the interviewer is satisfied that the applicant is qualified, info. About previous employment as well as other information provided by the applicant is investigated in the following ways:  Reference checks: - Generally, Telephone checks are preferred because they save time and provide greater candor. - Reference via faxes, mail, and e-mail also used.  Background checks: - Among the checks are:  Social security verification, past employment, education, certification, license verification, credit checks, military record checks and checks for criminal convictions.  Credit checks: - To rely on a report such as credit checks in making employment decision organizations must:  Check state of laws to see if credit reports can legally be used.  Advise and receive written consent from applicants.  If Employer didn’t make hire he or she must provide a statement agency didn’t make hiring decision, and applicant has the right to have copy of the report. 14 9) Define the pre-employment test and briefly discuss its types.  Definition: It’s an objective and standardized measure of a sample of behavior that is used to gauge a person’s knowledge, skills, abilities, and other characteristics (KSAOs) relative to other individuals.  One of the drawbacks of pre-employment test is that it creates the potential for legal challenges because of discrimination.  Its types: - Job knowledge Test:  Designed to measure a person's level of understanding about a particular job. - Work sample test:  Work sample tests, or job sample test, require the applicant to perform tasks that are actually a part of the work required on the job.  Organizations that are interested in moving toward competency- based selection use work sample test.  such as: Map reading test for traffic control officers, lathe test for machine operators, a complex coordination test for pilots, group discussion test for supervisor.  In some cases especially if there is dangerous the test performed via computer simulation.  Is cost effective, reliable, valid, fair and acceptable to applicants. - Assessment Center Test:  A process by which individuals are evaluated as they participate in a series of situations that resemble what they might need to handle on the job.  Are usually used to select managers.  Candidates engage in the following types of activities at assessment centers:  In-basket exercises.  Leaderless group discussion.  Role-Playing.  Behavioral Interview. - Cognitive ability test:  It Measure mental capabilities such as general intelligence, verbal fluency, numerical ability and reasoning ability.  A host of paper and pencil measure cognitive ability.  The tests such as: General Aptitude Test Battery (GATB), SAT, GMAT. 15 - Biodata test:  Candidates are questioned about events and behaviors that reflect attitudes, experiences, interests, skills and abilities.  Typically, questions relate to events that have occurred in a person’s life and ask what the person typically did in those situation, the idea is that past behavior is the best predictor of future behavior.  However, the Bio test is good test to predict the job success it’s sophisticated and must be professionally developed and validated.  Sometimes the test concern applicant privacy and this is a drawback of the test. - Personality and interest inventories test:  It measures disposition and temperament such as motivation.  One drawback is the discrimination toward the candidate.  The following five dimension summarize personality traits: 1– Extroversion. 2- Agreeableness. 3- Conscientiousness 4- Neuroticism. 5- Openness to experience. - Honesty and Integrity Test:  Tests such as pencil and paper honest and integrity test.  It’s conducted in places such as retail stores where employees have access to merchandise and cash. - Polygraph test:  The polygraph or lie detector is a device that measure the change in breath, blood, pressure, and pulse of a person who is being questioned.  It’s used when examiner ask questions that call for answer of yes or no.  Questions typically cover such items as whether a person uses drugs, has stolen from an employer, and has committed a serious undetected crime. - Physical ability test:  Employer frequently need to assess a person’s physical abilities, particularly for dangerous jobs such as firefighters and police officers.  Physical abilities tend to be good predictor of performance and accidents and injuries. 16  E.g. Medical Examination:  It being administered to an applicant before he or she has been made a conditional employment offer. - Drug test:  Like medical examination, drug test can only be given to candidate after they have been extended job offers.  Urine, hair, saliva, and sweet testing are the most common tests.  Different countries also have different standards. 10) “The most critical step is the decision to accept or reject applicants”, briefly discuss the 2 approaches used to select candidates. First of all, employers should focus on what an applicant can do and will do and evaluate them on the basis of information they have assembled. To do so, 2 approaches can be used:  Clinical approach: - In clinical approach to decision making, those making the selection decision, review all the data on the applicants. - On the basis of their understanding of the job and the individuals who have been successful in that job, they make decision.  Statistical approach: - Statistical approach is more objective than clinical approach. It involve identifying the most valid predictors and weighting them using statistical method such as multiple regression. - Quantified data such as scores or rating from interview, tests, or other procedures are combined according to their weighted value. - Individuals with highest combined score selected. - There are three probabilities of this combination:  Compensatory Model: a selection decision model in which a high score in one area can make up for a low score in another area.  Multiple Cut off model: selection decision model that requires an applicant achieve some minimum level of proficiency on all selection dimension.  Multiple Hurdle model: a sequential strategy in which only the applicants with the highest score at initial test stage go on to subsequent stages. 17 Chapter 7 A) Essay questions: 1) Briefly explain (points): the scope of training.      Training tend to be more narrowly focused and oriented toward short term performance concerns. There is a difference between training and development, as, development tend to be more oriented more toward broadening an individual skills for future responsibilities. From a broadest mind, the goal of training is to contribute to the organization overall goal, Ex: if the firm’s overall goal to develop new product line, so, the training must affect this goal. To ensure that the firms’ training and development investment has the maximum impact, four phases should be used: - Phase 1: needs assessment based on firm competitive objectives. - Phase 2: Program design. - Phase 3: Implementation. - Phase 4: Evaluation. (Phases will be discussed in details in the following questions) 2) Discuss in details the first phase “conducting the need assessment”. A. If the organization fail to achieve any of its goal it might be a signal of need for training employees. Ex: if employees fail to achieve their productivity objective, they might be need for training. (Walmart, IBM have what’s called chief learning officer who is a high ranking manager directly responsible for fostering employee learning and development within the firm). Regardless of who does the needs assessment within the organization, it should conduct by using three different type of analysis: 1. Organization Analysis: - Examination of the environment, strategies, and resources of the organization to determine where training emphasize should be placed. 18 First, Needs assessment is identifying the broad forces that can influence a firms’ training needs such as:  Merger and acquisition, Technological, change, Globalization, and Quality improvement.  Economic and public policy issues influence corporate training need as well.  Trends in the workforce itself such as old worker who retired, younger work need training to take their place. - Second: conducting organization analysis involve examining firms resources: technological, financial, human such as:  Budget, to cope with budget, organization must examine the financial statue of organization to be able to get training budget. - 2. Task Analysis: - The process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job. - It involve reviewing the job description and job specifications. - First step of Task Analysis is:  To list all the tasks or duties included in the job. - Second step:  List the steps performed by employee to complete each task. - Competency assessment: analysis of the sets of skills and knowledge needed for decision oriented and knowledge intensive jobs.  It simply describe the traits an employee must have to be successfully perform the job. 3. Person Analysis: - Determination of the specific individuals who need training. - It’s important to the firm because it avoid the mistake of sending all employees to training and help manager to prepare their employees for the job through the training. - Performance appraisal information can be used for that purpose. 3) Briefly discuss the second phase “Designing the training programs”. Experts believe that design of training programs should focus on four related issues: 1) The trainings instructional objectives: - Desired outcome of training program. - One type of instructional objectives the performance centered objective. 19 2) readiness of trainees and their motivation: - Readiness refers to: whether or not the experience of trainees has made them receptive to the training they will receive. - Motivation: to be motivated for training employees need to understand the link between the effort they put into training and the pay off, why is training important? And what will happen if it doesn’t occur? 3) Principles of Learning: - Psychological principle of learning refer to the characteristics of training program that help employees grasp new material, make sense of it in their own life and transfer it back to their job. - The principles are:  Goal Setting.  When trainer take the time to explain the training goals and objectives to trainees.  Or, when trainees are encouraged to set goals on their own – the level of interest, understanding and effort directed toward the training are likely to increase.  Meaningfulness of Presentation.  The material to be learned should be presented in as meaningful manner as possible.  Present new information in terminology they can understand and connected to things already familiar to them.  Modeling.  Modeling increase the salience of behavioral training.  Modeling can take many forms; real life demonstration and demonstrations on DVDs, visual aids, pictures, and drawings.  Individual Difference.  Training should take into account all individual preferences to introduce information for them in appropriate manner.  Active Practice and Repetition.  Training employees in different ways such as modeling training or provide them visual aids, pictures, drawing must be the one and permanent way of train employee, it must be his or her repertoire of skills. 20  Whole-verses-part learning.  If task can be broken down successfully it probably should be broken down to facilitate learning otherwise it should probably taught as one unit.  Masses versus-distributed learning.  Amount of time in one session is important also, it found in most cases spacing out in the training result in better outcomes.  Feedback and reinforcement.  Some feedback comes from trainee and other comes from trainers.  Managers use the learning curve through plotting the mistakes and success to know the learning state. 4) Characteristics of instructors: The list of desirable trait as follow: 1. Knowledge of subject:  Employees expect trainers to know their job or subject thoroughly (comprehensively or completely). They’re expected to demonstrate that knowledge. 2. Adaptability:  Because some individuals learn faster or slower than others, the instructor should be able to adapt to the learning ability of the trainers. 3. Sincerity:  Trainees appreciate sincerity in trainers. Along with this. Along with this, trainers need to be patient with trainees and tactfully address their concerns. 4. Sense of humor:  Learning can be fun; very often a point can be made with a story or anecdote. 5. Interest:  Good trainers have a keen interest in the subject they are teaching; this interest is readily conveyed to trainees. 6. Clear Instruction:  Training is accomplished more quickly and retained longer when trainers give clear instruction. 7. Individual Assistance:  When training more than one employee, successful trainers always provide individual assistance. 21 8. Enthusiasm:  A dynamic presentation and a vibrant personality show trainees that the trainer enjoys training; employees tend to respond positively to an enthusiastic atmosphere. 5) Briefly discuss the third phase: “the implementation”. The various training programs will break down to: 1. Non managerial employees: A. On the job training: - A method by which the employees hands on experience with instructions from their supervisor or other trainer. - Three common draw back are:  The lack of well-structured training environment  The absence of well-defined job performance criteria.  Poor training skills on the part of managers. B. Apprenticeship Training: - It is an extension of OJT, which is a system of training in which a worker entering the skilled trades is given through instruction and experience, both, on and off the job in the practical and theoretical aspects of the work. C. Cooperative Training, internships and governmental training: - Cooperative Training:  A training program that combines practical on the job experience with formal educational classes. - Internships Programs:  Programs jointly sponsored by colleges, universities and other organizations that offer students the opportunity to gain real life experience while allowing them to find out how they will perform in work organization. - Governmental Training:  The program which execute the internship program called one stop career centers, sometimes called “ Job service or work force development centers” have enabled thousands of organizations to help local citizens get jobs and job training assistance. 22 D. Classroom Instruction: - The traditional method of training is classrooms, at class room lectures is combined with other audiovisual material such as films, DVDs, Videotapes or computer and online instruction, which called blended learning. E. Programmed Instruction: - Also called self-directed learning which utilize Books, manuals, or computers to make trainee learn at their own pace, and after studying small peace the trainee is required to answer on a question, if the answer is right the trainee go to the next step and if it wrong the trainee need extra information. F. Audiovisual Method: - Is the training with podcast method; such as; video, CDs, DVDs, Teleconferencing, videoconferencing, Web conferencing. G. Simulation Method: - The simulation method emphasizes realism in equipment and its operation at minimum cost and maximum safety. - We have to differentiate between simulation and computer based training. H. E-Learning: - Learning that taking place via electronic media. - Covers a wide variety of applications such as web and computer based training, and social networks. - E-learning also allow companies to offer individual training components to employees when and where they need them. - E-leaning systems need not be overly expensive. I. Learning Management Systems: - Online system that provide a variety of assessment, communication, teaching and learning opportunities. 2. Mangers: a) On the job experience: - On the job experience are some of the most powerful and commonly used techniques, the following method for providing on the job experience:  Coaching, and Action learning.  Understudy assignment groom.  Job rotation and lateral transfers.  Special projects and junior boards.  Managerial staff meetings.  Planned career progressions. 23 b) seminars and conferences: - Seminar and conferences can be used to communicate ideas, polices, or procedures. - But they are also good for raising points of debate or discussing issues, also they are often used when attitude change is a goal. c) case studies: - Case studies participants learn how to analyze and how to synthesize facts. d) Management games and simulation: - The effect that every decision has on each area within the organization can be simulated with computer program. - Games and simulations are being used to help the managers of government agencies to better respond to crisis. e) Role-Playing: - Consist of playing the role of others. - It’s been used to train salespeople and health care professionals. - Successful role playing takes planning instructors should do the following:  First ensure that members of the group have gotten to know one another. In other word don’t make role play first activity in training session.  Prepare the role players by introducing a specific situation.  Realize the volunteers make better role player.  Prepare the observer by giving them specific task.  Guide role play enactment.  Keep it short.  Discuss enactment and prepare bulleted points of what was learned. f) Behavior Modeling: - An approach that demonstrates desired behavior and gives trainees the chance to practice and role play those behaviors and receive feedback. - It consist of four basic component: 1- Learning points. Are a sequence of behaviors are to be taught. 2- Modeling. The model show specifically how to deal with the situation and demonstrate the learning points. 3- Practice and role play. Trainees rehearse (train on) the behaviors demonstrated by the models. 4- Feed-back and reinforcement. Praise, approval, encouragement, and attention. 24 g) Tuition Assistance programs: - About half of all large corporations offer their employees tuition assistance if they take courses related to the firm’s business. - They offer managers program like MBA. h) corporate universities: - It’s not unusual for large corporation to have their own universities where they train their employees and future managers. 6) Briefly discuss the fourth phase: “Evaluating the training program”. There are four basic criteria available to evaluated training: 1- Reaction: - The following question is a sample of questions that managers could know trainees reaction from them:  What were your learning goals for this program?  Did you achieve them?  Did you like this program?  Would you recommend it to others who have similar learning goals?  What suggestion do you have for improving the program?  Should the organization continue to offer it? - It should be noted that positive reactions are no guarantee that the training has been successful, it may not be useful to the organization unless it translate into tangible, improved on the job performance based on firm’s strategic goals. 2- Learning: - Testing the knowledge and skills of trainees before and after a training program will help determine their improvement. 3- Behavior: - In some cases employees never gets used back much of what is learned in training program on the job. - Transfer of training: effective application of principles learned to what is required on the job. - To maximize training transfer managers and training taking the following approaches:  Feature identical elements.  Focus on general principles.  Establish a climate for transfer.  Give employees transfer strategies. 25 4- Results: - Most organization today measure their training In terms of return on investment, which also referred to utility the firm gets from its training dollars. - ROI refers to the benefits it derives from training its employees relative to the cost. - The benefit can include higher revenue, higher productivity, & improved quality. - The following questions HR managers should:  How much did quality improve because of training program?  How much has it contributed to profit?  What reduction in turnover and wasted materials did the company get after training?  How much has productivity increased, and by how much have costs been reduced? - Return on investment calculated from the following equation:  ROI = Result/ Training costs  If ROI ration of the training is > 1 then benefits exceed its cost; if ROI <1 then the cost exceed the benefits. Good luck  26