Dessler hrm16 PPT 08

Human Resource Management
Sixteenth Edition
Chapter 8
Training and Developing

Employees
Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved
Learning Objectives (1 of 2)
8.1 Summarize the purpose and process of employee
orientation.
8.2 Give an example of how to design onboarding to
improve employee engagement.
8.3 List and briefly explain each of the steps in the training
process.
Learning Objectives (2 of 2)
8.4 Explain how to use five training techniques.
8.5 List and briefly discuss four management development
methods.
8.6 List and briefly discuss the importance of the steps in
leading organizational change.
8.7 Explain why a controlled study may be superior for
evaluating the training program’s effects.
Learning Objective 8.1: Summarize the
Purpose and Process of Employee
Orientation
The Purposes of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the organization
• Socialization
• The purpose the manager wants to accomplish are these four
things when orienting/onboarding new employees:
1.Make the new employee feel welcome, at home, and part of the
team.
2.Make sure the new employee has the basic information to
function effectively, such as e-mail access, personnel policies
and benefits, and expectations in terms of work behavior.
3.Help the new employee understand the organization in a broad
sense.
4.Start the process of a person becoming socialized into the
firm’s culture, values, and ways of doing things.
The Orientation Process
• Begins before the first day
• Employee handbook
• Orientation technology
Learning Objective 8.2: Give an Example
of How to Design Onboarding to Improve
Employee Engagement
Employee Engagement Guide for
Managers: Onboarding at Toyota
Day 1: Welcome
Day 2: Mutual Respect
Day 3: Team Work
Day 4: Suggestion system
Onboarding at Toyota
Day 1: The first day begins early and includes an overview of the program, a welcome
to the company, and a discussion of the firm’s organizational structure and human
resource department by the firm’s human resources vice president. He or she devotes
about an hour and a half to discussing Toyota history and culture, and about 2 hours to
employee benefits. Managers then spend several hours discussing Toyota’s
commitment to quality and teamwork.
Day 2: A typical second day focuses first on the importance of mutual respect,
teamwork, and open communication at Toyota. The rest of the day covers topics such
as safety, environmental affairs, and the Toyota production system.
Day 3: Given the importance of working in teams at Toyota, this day begins with 2 ½ to
3 hours devoted to communication training, such as “making requests and giving
feedback.” The rest of the day covers matters such as Toyota’s problem-solving
methods, quality assurance, hazard communications, and safety.
Day 4: Topics today include teamwork training and the Toyota suggestion system. This
session also covers what work teams are responsible for and how to work together as a
team. The afternoon session covers fire prevention and fire extinguisher training. By the
end of day 4, new employees should be well on their way to being engaged in Toyota’s
ideology; in particular its mission of quality and its values of teamwork, continuous
improvement, and problem-solving.
The bottom line is that there’s more to orienting employees than introducing them to new
coworkers. Even without a program like Toyota’s, use the onboarding opportunity to start
instilling in the new employee the company values and traditions in which you expect the
person to become engaged.
Learning Objective 8.3: List and Briefly
Explain Each of the Steps in the Training
Process
Overview of the Training Process
Know Your Employment Law
Training and the Law Negligent training
Let’s take a look…
Aligning Strategy and Training
• Identify the employee behaviors the firm will need to
execute its strategy
• Deduce (understand) what competencies employees will
need
• Put in place training goals and programs to instill (teach)
these competencies.
Improving Performance: The Strategic
Context
Supporting AT&T’s Strategy for a Digital Future
Let’s talk about it…
AT&T’s strategy is to drive the company toward a new digital future. But what do you do
with the employees hired years ago to do very different jobs?
AT&T embarked on a massive retraining program, called Workforce 2020. It had three
main pillars:
Skill needs identification,
Training and development, and
Evaluation.
First, AT&T’s managers identified the skills its employees would need for its new digital
future, along with the current skills gaps, and what it called “future role profiles.”
Second, AT&T helped employees identify and obtain the required training and
development.
Third, AT&T evaluates the effectiveness of its Workforce 2020 program in terms of
Activity, Hydraulics, Business Outcomes, and Sentiment.
AT&T’s Workforce 2020 program enabled its current employees to develop the skills
AT&T’s digital convergence strategy required. Over 140,000 employees were recently
pursuing the learning they need to fill AT&T’s new jobs and roles.
Talk About it (Discussion): What other human resource management steps do you
think AT&T should take in order to help it achieve its digital futures strategy?
The ADDIE Five-Step Training Process
• Analyze
• Design *(plan)
• Develop (operation)
• Implement
• Evaluate
The gold standard is still the basic analysis-design-develop-
implement-evaluate known as (ADDIE) training process.
The ADDIE five-step training program includes:

1. Analyze the training need.
2. Design the overall training program.
3. Develop the course.
4. Implement training by actually training the targeted employee
group.
5. Evaluate the course effectiveness.
Let’s take a closer look at each step…
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
• As a rule, when somebody "can't" do something, it's
because he or she lacks the skill to do it; when somebody
"won't" do something, it's because he or she lacks the will
to do it.
First, determine whether it is a can’t-do problem and, if so, its specific
causes. For example: The employees don’t know what to do or what
your standards are; there are obstacles in the system such as lack of
tools or supplies; there are no job aids (such as color-coded wires
that show assemblers which wire goes where); you’ve hired people who
haven’t the skills to do the job; or training is inadequate.
Or, it might be a won’t-do problem. Here employees could do a good
job if they wanted to. One expert says, “Perhaps the biggest trap that
trainers fall into is [developing] training for problems that training just
won’t fix.” For instance, the better solution might be to change the
incentives.
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 (1 of 2)
• Design means planning the overall training program
• Setting learning objectives
• Creating a motivational learning environment
Designing the Training Program (2 of 2)
• 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
Trends Shaping HR: Digital and Social
Media
The Cloud
In designing and developing its training program, the employer will have to
decide how the program will be delivered. Increasingly, this is occurring via
“the cloud.” Basically, the cloud refers to placing software programs and
services on vendors’ remote servers, from which they can then deliver
these programs and services seamlessly to employees’ digital devices.
Cloud-based training is revolutionizing (changing) the training industry, by

enabling employers to outsource much or all of their training activities.
Because both the courses and the overall learning management system
are hosted by the vendor, the employer need not concern itself with setting
up or updating the programs on its own computers; the vendor manages
the software for it. Furthermore, the more advanced cloud based learning
systems let trainees access the training software and courses from
wherever they are, using a variety of mobile devices. This not only
improves convenience, but facilitates collaboration among employees
when, for instance, they’re working together on a training project.
Learning Objective 8.4: Explain How to
Use Five Training Techniques
Implementing the Training Program
• Types of on-the-job training
– Coaching or Understudy
– Job rotation
– Special assignments
– Peer training
then evaluate it.
Let’s now discuss how to use five training techniques. With objectives set and the
program designed and developed, you can turn to implementing the training program.
This means actually doing the training, using one or more of the following training
methods.
On-the-job-training (OJT) means having a person learn a job by actually doing it. In
many firms, OJT is the only training available.
Types of on-the-job training:

The most familiar on-the-job training is the coaching or understudy method. Here, an
experienced worker or the trainee’s supervisor trains the employee. This may involve
simply observing the supervisor, or (preferably) having the supervisor or job expert
show the new employee the ropes, step-by-step. Every manager is accountable for
developing his or her subordinates.
Job rotation, in which an employee (usually a management trainee) moves from job to
job at planned intervals, is another OJT technique.
Special assignments similarly give lower-level executives firsthand experience in

working on actual problems.
Peer-to-peer development is adopted in some organizations.

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 (trained).
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
1. Explain quantity and quality requirements.

2. Go through the job at the normal work pace.
3. 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
1. Designate to whom the learner should go for help.

2. Gradually decrease supervision, checking work from time to time.
3. Correct faulty work patterns before they become a habit. Show why the method you
suggest is superior.
4. Compliment good work.
Training Programs (2 of 2)
• Programmed Learning:
– This method involves a systematic, self-paced approach to learning. It
typically includes instructional materials presented in a logical sequence,
allowing learners to move at their own speed.
• Behavior Modeling:
– Behavior modeling focuses on observing and replicating behaviors.
Individuals learn by watching others and imitating the desired actions,
often in a structured and controlled environment.
• Modeling:
– Similar to behavior modeling, modeling, in a broader sense, refers to
demonstrating a concept, process, or skill for others to emulate. It is a
visual form of learning that aids in understanding and replication.
• Role-Playing:
– Role-playing is an interactive learning method where participants
simulate real-life scenarios. It's particularly effective for developing
interpersonal skills, problem-solving, and decision-making abilities.
• Social Reinforcement:
– Social reinforcement involves using positive feedback,
encouragement, or recognition from peers or mentors to strengthen
desired behaviors. It contributes to a positive learning environment.
• Transfer of Training:
– This concept addresses the extent to which skills and knowledge
acquired in a training setting are applied to the actual job. Effective
transfer of training ensures that learning is successfully integrated
into daily work tasks.
Other Types of Training (1 of 2)
• Audiovisual-Based Training – Although increasingly replaced by
Web-based methods, audiovisual-based training techniques like
DVDs, films, PowerPoint, and audiotapes are still used.
• Vestibule Training - With vestibule training, trainees learn on the
actual or simulated equipment but are trained off the job (perhaps
in a separate room or vestibule). Vestibule training is necessary
when it’s too costly or dangerous to train employees on the job.
• Electronic Performance Support System (EPSS) - Are
computerized tools and displays that automate training,
documentation, and phone support. Performance support
systems are modern job aids. Job aids are sets of instructions,
diagrams, or similar methods available at the job site to guide the
worker.
Other Types of Training (2 of 2)
• 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
Improving Performance: HR Tools for
Line Managers and Small Businesses
Creating Your Own Training Program
Discuss Four Management Development
Methods
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
Improving Performance: HR Practices
Around the Globe
Global Job Rotation
Off-The-Job Management Training and
Development Techniques (1 of 2)
• Case study method
• Computerized management games
• Outside seminars
• University-Related programs
• Role-playing
Off-The-Job Management Training and
Development Techniques (2 of 2)
• Corporate Universities
• Executive Coaches
• SHRM Learning System
Trends Shaping HR: Customized Talent Management
Differential Development Assignment
Allocating Development
Discuss the Importance of the Steps in
Leading Organizational Change
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.
Learning Objective 8.7: Explain Why a
Controlled Study May Be Superior for
Evaluating the Training Program’s Effects
Evaluating the Training Effort
• Designing the study
• Controlled
experimentation
• Training Effects to
Measure
– Reactions
– Learning
– Behavior
– Results
Chapter 8 Review
What you should now know….
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Human Resource Management

Training and Developing

Training and the Law Negligent training

Let’s take a look…

Supporting AT&T’s Strategy for a Digital Future

Let’s talk about it…

The ADDIE five-step training program includes:

Let’s take a closer look at each step…

Let’s take a look…

Cloud-based training is revolutionizing (changing) the training industry, by

Types of on-the-job training:

Special assignments similarly give lower-level executives firsthand experience in

Peer-to-peer development is adopted in some organizations.

1. Put the learner at ease.

Step 2: Present the operation

1. Explain quantity and quality requirements.

1. Designate to whom the learner should go for help.

Creating Your Own Training Program

Let’s talk about it…

Global Job Rotation

Let’s talk about it…

Let’s take a look…

What you should now know….

This work is protected by United States copyright laws and is

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