HRM Chap. 3

CHAPTER
TRAINING
HRM Principles & Practices (Second Edition) Oxford Fajar Sdn. Bhd. (008974-T), 2011
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Chapter 3 1
PREVIEW
The concept of training.

The benefits of training. A systematic approach to training.
Examples of learning principles.

The role of computers in training.
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Chapter 3 2
WHAT IS TRAINING?
Training is the attempt by an organization to change employees through the learning process so that they are able to perform their jobs as efficiently as possible.
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Chapter 3 3
1. According to Leonard Nadler, training is about_____

a)
b) c)
Preparing employees to perform well in their current jobs.

Preparing employees for future jobs. Developing an employees potential.
d)
None of the above.

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Chapter 3 4
THE ASK MODEL

Change Attitudes
Develop Skills
Increase Knowledge
K
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Chapter 3 5
TRAINING IS A LEARNING PARTNERSHIP

The Government Training Vendors The Training Department Employees Employers
Consultants
Heads of Department
The Organization
Educational Institutions
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Chapter 3 6
THE HUMAN RESOURCE DEVELOPMENT FUND

2. Which of the following parties do not have a major interest in the provision of workplace training?
a)
b) c) d)
Employers and employees.

Employers and the government. Employers and training vendors. Employers and company auditors.
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Chapter 3 7
THE HUMAN RESOURCE DEVELOPMENT FUND

Sectors Which Are Required to Contribute to the Human Resource Development Fund: Manufacturing, with more than 50 employees
Manufacturing with 1049 employees but paid up capital of RM2.5 million and above
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Chapter 3 8
THE HUMAN RESOURCE DEVELOPMENT FUND (cont.)
Services with more than 10 employees in the following areas:

Computer services Freight forwarding
Hotel Tour operators (inbound) Shipping Air transport Advertising
Private higher education Warehousing services Security Services Telecommunication Hypermarket, supermarket and Postal and courier department stores services
Training Accounting & auditing Direct selling Engineering Consultancy Private hospitals Road transport Railways
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Chapter 3 9
WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? Margaret Anne Reid (2004) and her co-authors in Human Resource Development point out that the following costs will be incurred if an employer does not train his employees.
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Chapter 3 10
WHAT HAPPENS TO A COMPANY WHICH DOES NOT TRAIN ITS EMPLOYEES? (cont.)
Payment to employees when learning on the job, which may take longer if it is not properly planned for. Costs of wasted materials, sales and customers lost because of mistakes made by untrained employees.
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Chapter 3 11
Management time cost taken to undo the mistakes made by the untrained employees.
Lowered morale, leading to higher turnover, amongst team members who are demotivated by working with an untrained employee.
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Chapter 3 12
Accident-related costs; it is well-documented that untrained workers tend to have more accidents. Higher turnover leading to recruitment costs because employees feel they have no prospects of further development.
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Chapter 3 13
BENEFITS OF TRAINING

Training opportunities attract and help to retain talented workers

Training increases worker productivity
Training increases workers job satisfaction

Training keeps workers up-to-date
Training helps to motivate workers
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Chapter 3 14
LEARNING ORGANIZATIONS
A learning organization is one which is permeated with a culture whereby all employees continuously attempt to increase their knowledge and skills on a cooperative basis. The organization takes proactive steps to retain this knowledge within the organization.
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Chapter 3 15
THE TRAINING PROCESS

Identify training needs Set training objectives
Develop the training programme

Implement the programme Evaluate the programme
HRM Principles & Practices (Second Edition) Oxford Fajar Sdn. Bhd. (008974-T), 2011 All Rights Reserved
Chapter 3 16
WHAT IS A TRAINING NEED?

A training need is a problem which prevents work being done satisfactorily and which can be overcome by TRAINING.
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Chapter 3 17
3. A training need is _________

a) b)
an outcome of job analysis an annual training plan for an organization
c)
d)
a gap between an actual situation and a desired situation

a checklist of items used to ensure training facilities are complete
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Chapter 3 18
TRAINING NEEDS ANALYSIS
Who needs training?

What skills or knowledge do they need? Do their attitudes need changing?
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Chapter 3 19
TRAINING NEEDS ANALYSIS (cont.)

Levels of Analysis
Organizational Level Organizational culture Quality and productivity schemes Operations Level Job analysis Individual Level Evaluating individual performance against standards
Chapter 3 20

Sources of Information
Job descriptions
Heads of departments
Employees
Organizational records
Performance review documents
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Chapter 3 21

Situations

New employees Promotion and transfer New machinery New procedures and policies
New products or services
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Chapter 3 22

Problems suggesting a training need include:
Falling output Rising error, scrap, waste, mistakes Increasing time taken to complete work Increasing accident rate
Increasing customer complaints
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Chapter 3 23
TRAINING OBJECTIVES
A well-written training objective includes a statement on:
Terminal behaviour required of the trainee
Standards of performance
Conditions for performance
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Chapter 3 24
DEVELOPING TRAINING PROGRAMMES

Factors to Consider

Venue Trainer Duration Budget Individual or group
Methodology
Logistics
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Chapter 3 25
TRAINING VENUE
On-the-job?
or
Off-the-job?
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Chapter 3 26
4. Which of the following is most accurate?

a) b) c) d)
Off-the-job training can cause problems with transfer of learning. On-the-job training is the most expensive method of training. Off-the-job training is the cheapest method of training. On-the-job training is most suitable for high-risk jobs.
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Chapter 3 27
JOB INSTRUCTIONAL TRAINING/ ONTHE-JOB TRAINING

Step 1: Break down the job into its separate parts
Step 2: Give an overview of the job Step 3: Demonstrate a part of the job for the trainee Step 4: Let the trainee try to do what has been demonstrated Step 5: Correct any mistakes made Step 6: Let the trainee practise
Chapter 3 28
TRAINING METHODS

Lecture Handouts Audio-visual aids Computer-aided learning/e-learning Role-playing Case studies Simulation Coaching
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Chapter 3 29
TRAINING METHODS (cont.)

Apprenticeship
Projects/Special assignments Which Methods to Use?
A, S or K? Active or Passive? Cost and facilities?

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Chapter 3 30
5. Determining the appropriate training methods for a particular programme depends mostly on the_________
a) b) c) d)
budget available, target learners and availability of a computer
budget available, skills of the trainer and objectives of the programme

budget available, availability of a computer and location of the training venue budget available, location of the training venue and objectives of the programme
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Chapter 3 31
6. Which of the following training methods are relatively low cost and require high levels of participation from trainees?
a) b) c)
Role-play and outdoor learning programmes. Case-studies and simulation exercises. Role-play and case studies.
d)
Lectures and role-play.

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Chapter 3 32
LEARNING PRINCIPLES
The learner must want to learn

Active learning is more effective than passive learning
Feedback or knowledge of results is essential

Learning is faster in teams
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Chapter 3 33
7. All of the following are principles of learning, except

a) b) c)
feedback should be given to trainees as often as possible. learning is more likely with active training methods.
trainees must be motivated to learn.
d)
computers help workers learn.

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Chapter 3 34
THE KIRKPATRICK MODEL OF EVALUATION

Reaction: How do trainees feel about the programme?
Learning: What have the trainees learned? Behaviour: What on-the-job changes in behaviour have taken place? Results: Have cost reductions resulted?
Chapter 3 35
E-LEARNING
E-learning allows learners to learn at the speed which suits them best.
E-learning allows for savings on logistics costs. E-learning allows employees to learn at times which suits them best.
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Chapter 3 36
REVIEW
The concept of training. The benefits of training. A systematic approach to training. Examples of learning principles. The role of computers in training.
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Chapter 3 37

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CHAPTER

All Rights Reserved

The concept of training.

Examples of learning principles.

All Rights Reserved

All Rights Reserved

1. According to Leonard Nadler, training is about_____

Preparing employees to perform well in their current jobs.

None of the above.

THE ASK MODEL

TRAINING IS A LEARNING PARTNERSHIP

THE HUMAN RESOURCE DEVELOPMENT FUND

Employers and employees.

THE HUMAN RESOURCE DEVELOPMENT FUND

All Rights Reserved

THE HUMAN RESOURCE DEVELOPMENT FUND (cont.)

Services with more than 10 employees in the following areas:

Hotel Tour operators (inbound) Shipping Air transport Advertising

All Rights Reserved

All Rights Reserved

All Rights Reserved

All Rights Reserved

All Rights Reserved

Training opportunities attract and help to retain talented workers

Training increases workers job satisfaction

Training helps to motivate workers

All Rights Reserved

All Rights Reserved

THE TRAINING PROCESS

Develop the training programme

WHAT IS A TRAINING NEED?

All Rights Reserved

3. A training need is _________

an outcome of job analysis an annual training plan for an organization

a gap between an actual situation and a desired situation

TRAINING NEEDS ANALYSIS

Who needs training?

All Rights Reserved

TRAINING NEEDS ANALYSIS (cont.)

TRAINING NEEDS ANALYSIS (cont.)

TRAINING NEEDS ANALYSIS (cont.)

New products or services

All Rights Reserved

TRAINING NEEDS ANALYSIS (cont.)

Increasing customer complaints

All Rights Reserved

Terminal behaviour required of the trainee

All Rights Reserved

DEVELOPING TRAINING PROGRAMMES

Venue Trainer Duration Budget Individual or group

All Rights Reserved

4. Which of the following is most accurate?

JOB INSTRUCTIONAL TRAINING/ ONTHE-JOB TRAINING

TRAINING METHODS (cont.)

A, S or K? Active or Passive? Cost and facilities?

budget available, target learners and availability of a computer

budget available, skills of the trainer and objectives of the programme

Lectures and role-play.

The learner must want to learn

Feedback or knowledge of results is essential

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7. All of the following are principles of learning, except

trainees must be motivated to learn.

computers help workers learn.