HR_CHAPTER 5: TRAINING AND DEVELOPMENT HUMAN RESOURCES

Beginning of Training

can be traced to the Stone Age when people started transferring knowledge through signs and deeds to others.

Vocational Training

started during the Industrial Revolution when apprentices were provided direct instructions in the operation of machines.

Training

• process where people acquire capabilities to aid in the achievement of organizational goals.

• a planned effort of the company to facilitate learning on the job-related competencies (knowledge, skills, and behavior)

Orientation: Training of New Employees

• planned introduction of new employees to their jobs, co-workers and the organization.

• employees need to know the company policies, rules and regulations, and the company direction to adapt to the new working environment.

• It is the image of the company.

Productivity Enhancement

both the employer and employee want to start right and become productive as soon as possible.

Turnover Reduction

employees with effective orientation programs tend to stay longer with the company. A fast employee's turnover rate affects productivity and efficiency.

Organization Effectiveness

well-oriented employees can immediately contribute to the goals and objectives of the organization.

Favorable Employee Impression

a good orientation program creates a favorable impression of the organization and its work.

Enhancement Interpersonal Acceptance

tries to ease the employee's entry in the work group. Employees are often concerned about meeting new people in the work force.

Training

is used to gain competitive advantage and viewed broadly as to create an intellectual capital.

Basic Skills

skills needed to perform one’s job effectively.

Advanced Skills

the use of technology to share with other employees.

Understanding of the Customer Needs

the global market is quality competitive.

instructional design process

refers to the systematic approach for the development of training programs.

Assessment Phase

• Planners determine the need for training and specify the training objectives and the training efforts.

• An important part of the company's strategic human resource planning is the identification of the knowledge, skills, abilities that will be needed by the employees in the future as both jobs and the organization change.

Organizational Analysis

specific source of information and operational measures or an organization level needs analysis, which include grievances, accident record, observations, exit interview, customers complaints, equipment utilization and breakdown, material wastage, scraps and quality control data, and training committee, observation and need assessment data.

Task Analysis

job description and job specifications provide information on the performance expected and the skills necessary for employees to accomplish the required work.

Individual Analysis

use of performance appraisal data in making this individual analysis is the most common approach. A performance review reveals the employee's inadequacy to perform certain types of task and this will reveal what necessary training is needed to correct the weaknesses.

Employees Readiness for Training

• The employees must set a positive tone for training.

• A positive attitude is the desire of the trainee to learn the content of the training program.

Self-efficacy

it's the employees belief that they can successfully learn the content of the training. Employees must understand that the training is for their advantage and learning gain could be an asset for the future advancement.

Understanding the Benefits or Consequences of Training

job, personal, and career benefits as it may include processes or procedures to make his work easier and is needed due to change in work technology.

Awareness of Training Needs, Career Interest and Goals

employees must be given the choice of what training program he would like to attend, and this should be related to his needs, career interest and personal goals in the organization as discussed with his immediate superior.

Basic Skills

refers to the degree of the employee's desire to learn the cognitive ability, reading and writing skills and other technology changes necessary in the work environment.

Learning Environment

involves a permanent change in behavior.

Transfer of Training

The practical application of what was learned in the program.

Environment

is the laboratory for the transfer of learning.

Presentation Method

passive receipt of information that includes the traditional instructions, distance learning and audiovisual techniques. These are ideal for presenting new facts, information, different philosophies and alternative solutions or processes.

Hands-on Training

training methods that require on-the-job training, business games, case studies behavior modeling, interactive videos and web-based training

Group building Method

helps trainees share ideas and experiences, build group or team identity, understands the dynamics of interpersonal relationships and get to know their own strengths and weaknesses and those of their co-workers.

Evaluating the Training Program

compares the post-training results to the objectives expected by the management, trainers and the trainees.

Learning

level of how well the trainees have learned facts, ideas, concepts, theories, and attitudes.

Behavior

there must be change in the work attitude and behavior of the trainee after the training. Observable behavior must be measured in terms of work improvement, increased work output, and work effectiveness.

Results

employers evaluate results by measuring effects of training on the achievement of organizational objectives. Because results such as productivity, turn over, quality, time, sales, volume, and cost are relatively concrete, comparing records before and after the training can do the evaluation.

Determine what to Measure

decide before you begin training what you want to change.

Establish the Baseline Line

make sure you know the level of performance before training begins.

Isolate Variables

one variable is the Hawthorne Effects, named after a General Electric plant that was studied in a landmark performance experiment several years ago. The effect: employees improved their performance simply because of the attention of the research study – not because of any changes in their working condition.

Measure Attitude

this goes back to the problem of measuring initial reactions, but it is valuable in the overall evaluation. Did the trainees like the training? Did they think it was valuable?

Measure Performance

go back to your baseline and see what the results of the training are in terms of the criteria you have established. Track performance over a long period of time so you can be sure the improvement is established.

Development

formal education, job experience, relationships. and assessments of personality and abilities that employees prepare for the future.

Assessment Centers

employees are sent to assessment centers to take examinations covering personality tests, communication skills, personal inventory assessments, benchmarking and other examinations.

Psychological Testing

pencil and paper tests have been used for years to determine employee's development potentials and needs. Intelligence tests, verbal and mechanical reasoning tests can furnish useful information about factors of motivation, reasoning, abilities, leadership styles, interpersonal response traits and job preferences.

Performance Appraisal

measures the employee's potential when done properly could be a good source of development information. Observable and measured output, attitude and behavior, data on productivity, employee relations, job knowledge and leadership behavior are important sources of employee information. These are usually available in the personal life.

In-house or on Company Site

planned activities that could be developed within the company or while the employee is at work are those activities that will enhance the employee's potential to assume other jobs that the company needs in its operations.

Management Coaching

immediate supervisor coaches his subordinates in performing certain functions that are necessary for its advancement. It combines observations and suggestions. This is best when it involves a good relationship.

Committee Assignments

assigning promising employees to important committees can give the employees a broadening exercise and can help them to understand the personalities, issues and processes governing the organization.

Job Rotation

process of shifting employees from one job to another. A substantial managerial time is needed when trainees change positions. The trainees must be acquainted with different people and techniques in each new unit.

Assistant to the Position

assignment of an assistant to the position who works directly under the manager. He is given the opportunity to deal with challenging and interesting tasks.

Job Enlargement

adding challenges or new responsibilities to the employee's current job. This could include such activities as special projects assignments, switching roles within a work team.

Mentoring

employees can develop skills and increase their knowledge about the company and its operation by interacting with more experienced organization members. Mentoring helps new members bring together successful senior employees with less experienced members.

Off-Site or Outside Development Interventions

This technique can be effective because the individuals are given the opportunity to get away from the job and concentrate solely on what is to be learned.

Formal Education

companies send the employee to formal seminars, workshops and other training programs offered by training consultants and agencies. The condition is that an employee is tied to a contract to serve the company for a number of years for every year of outside training.

Team Building

conducted away from work about three to four days. The employees organized into a team and solved common problems related to relationships. The focus is on human relation issues and poor team-work.

Case Studies

a classroom type of training technique that provides a medium through the application of management behavior concepts and analysis.

Role Playing

technique requiring the trainee to assume a role in a given situation and act the behavior associated with it. The facilitators provide the script and the group evaluates the performance.

Simulation

business games developed by human resource experts that require the participants to analyze a situation and decide the best course of action based on the given data.