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TRAINING AND DEVELOPMENT

Contents
Orientation TNA Methods of training Management Development

Purpose of Orientation
Orientation Helps New Employees

Feel Welcome and At Ease

Understand the Organization

Know What Is Expected in Work and Behavior

Begin the Socialization Process

The Employee Orientation


Move from rule discussion to M&V employees role Those will foster self direction behavior and consistent with the company need New heritage and culture of Mayo consist of : core principles-history-work atmosphereteamwork-personnel responsibilitiesinnovation-integrity-diversity-customer service- mutual respect
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The Orientation Process


Employee Benefit Information Company Organization and Operations

Personnel Policies

Employee Orientation

Safety Measures and Regulations

Daily Routine

Facilities Tour

New Employee Department al Orientation Checklist

Source: UCSDHealthcare. Used with permission.

The Training Process


Training
The process of teaching new employees the basic skills they need to perform their jobs.

Trainings Strategic Context


The firms training programs must make sense in terms of the companys strategic goals.

Performance Management
Taking an integrated, goal-oriented approach to assigning, training, assessing, and rewarding employees
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The Training Process (contd)


The Five-Step Training and Development Process
1

Needs analysis

2
3 4 5

Instructional design Validation


Implement the program Evaluation

Training, Learning, and Motivation


Make the Learning Meaningful
1. At the start of training, provide a birdseye view of the material to be presented to facilitate learning. 2.Use a variety of familiar examples. 3.Organize the information so you can present it logically, and in meaningful units. 4.Use terms and concepts that are already familiar to trainees.
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Training, Learning, and Motivation (contd)


Make Skills Transfer Easy
1.Maximize the similarity between the training situation and the work situation. 2.Provide adequate practice. 3.Label or identify each feature of the machine and/or step in the process.

4. Direct the trainees attention to important aspects of the job.


5. Provide heads-up, preparatory 10 information that lets trainees know what

Motivation Principles for Trainers


People learn best by doingprovide as much realistic practice as possible.
Trainees learn best when the trainers immediately reinforce correct responses. Trainees learn best at their own pace.

Create a perceived training need in the trainees minds.


The schedule is importantthe
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Analyzing Training Needs


Training Needs Analysis

Task Analysis:
Assessing New Employees Training Needs

Performance Analysis:
Assessing Current Employees Training Needs

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81 Task Analysi s Record Form

Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.

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Assessing Current Employees Training Needs


Assessment Center Results

Performance Appraisals

Individual Diaries

Attitude Surveys

Methods for Identifying Training Needs

Job-Related Performance Data

Observations

Tests

Interviews

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Training Methods
On-the-Job Training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning Audiovisual Training Simulated Training (also Vestibule Training) Computer-Based Training (CBT) Electronic Performance Support Systems 15

Training Methods (contd)


On-the-Job Training (OJT)
Having a person learn a job by actually doing the job.

Types of On-the-Job Training


Coaching or understudy Job rotation Special assignments

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On-the-Job Training
Steps to Help Ensure OJT Success
1

Prepare the Learner Present the Operation

2
3

Do a Tryout
Follow Up

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Training Methods (contd)


Effective Lectures
Dont start out on the wrong foot. Give listeners signals. Be alert to your audience. Maintain eye contact with audience. Make sure everyone in the room can hear. Control your hands. Talk from notes rather than from a script.
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Programmed Learning
Presenting questions, facts, or problems to the learner Allowing the person to respond Providing feedback on the accuracy of answers

Advantages
Reduced training time Self-paced learning Immediate feedback Reduced risk of error for learner

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TABLE 82 Names of Various Computer-Based Training Techniques

PI CBT CMI ICAI ITS Simulation

Computer-based programmed instruction Computer-based training Computer-managed instruction Intelligent computer-assisted instruction Intelligent tutoring systems Computer simulation

Virtual Reality Advanced form of computer simulation

Source: P. Nick Blanchard and James Thacker, Effective Training: Systems, Strategies, and Practices (Upper Saddle River, NJ: Pearson, 2003), p. 144.

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Computer-Based Training (CBT)


Advantages
Reduced learning time Cost-effectiveness

Instructional consistency

Types of CBT
Interactive multimedia training Virtual reality training
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Distance and Internet-Based Training


Teletraining

Videoconferencing Distance Learning Methods Internet-Based Training E-Learning and Learning Portals

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FIGURE 83 Instant Messaging(IM)Learning Incident

Source: Joshua Bronstein and Amy Newman, IM 4 Learning, Training and Development, February 2006, p. 48.

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Literacy Training Techniques


Employer Responses to Functional Illiteracy

Testing job candidates for basic skills

Instituting basic skills and literacy programs

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Management Development
Long-Term Focus of Management Development

Assessing the companys strategic needs

Appraising managers current performance

Developing the managers and future managers

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Succession Planning
Steps in the Succession Planning Process
1

Anticipate management needs Review firms management skills inventory

2
3

Create replacement charts


Begin management development

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Management Development (contd)


Managerial On-the-Job Training

Job Rotation

Coaching/ Understudy Approach

Action Learning

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Management Development (contd)


Off-the-Job Management Training and Development Techniques
The Case Study Method Management Games Role Playing Behavior Modeling Corporate Universities Executive Coaches

Outside Seminars
University-Related Programs

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Managing Organizational Change and Development


What to Change

Strategy

Culture

Structure

Technologies

Employees

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Managing Organizational Change and Development (contd)


The Human Resource Managers Role

Overcoming resistance to change

Organizing and leading organizational change

Effectively using organizational development practices

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Managing Organizational Change and Development (contd)


Overcoming Resistance to Change: Lewins Change Process
1

Unfreezing

2 3

Moving
Refreezing

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How to Lead the Change


Unfreezing Phase
Establish a sense of urgency (need for change). Mobilize commitment to solving problems.

Moving Phase
Create a guiding coalition. Develop and communicate a shared vision. Help employees to make the change. Consolidate gains and produce more

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To lead change(cont)
Refreezing: Reinforce the new ways Monitor and asses program

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Using Organizational Development


Organizational Development (OD)
1

Usually involves action research. Applies behavioral science knowledge. Changes the organization in a particular direction.

2
3

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TABLE 83

Examples of OD Interventions
HRM Applications
Goal setting Performance appraisal Reward systems Career planning and development Managing workforce diversity Employee wellness

Human Process Applications


T-groups (Sensitivity Training) Process consultation Third-party intervention Team building Organizational confrontation meeting Survey research

Technostructural Interventions
Formal structural change

Strategic OD Applications
Integrated strategic management

Differentiation and integration


Cooperative unionmanagement projects Quality circles Total quality management Work design

Culture change
Strategic change Self-designing organizations

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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 achieved as a result of the training
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Time Series Graph to Assess a Training Program s Effects

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FIGURE 86 A Sample Training Evaluation Form

Source: www.opm.gov/employment_and_benefits/worklife/.

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