Chapter 5

Training and
Development
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 TRAINING AND DEVELOPMENT
TRAINING

Definition:

The process of teaching new and

current employees the basic
skills they need to perform the
job.

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 TRAINING AND DEVELOPMENT

BENEFITS AND IMPORTANCE OF TRAINING

To improve performance
To update employees skills
To avoid managerial obsolescence
To solve organizational problems
To orientates new employees
To prepare for promotion and managerial succession
To satisfy personal growth needs
To increase output
To improve quality of works
To reduce supervision cost 3
1. Need analysis steps
2. Instructional design steps
3. Implementation
4. Evaluation

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 Phase 1: Conducting the Needs Assessment
Organization Analysis
An examination of the environment, strategies, and
resources of the organization to determine where
training emphasis should be placed.
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.
Person Analysis
A determination of the specific individuals who
need training.
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 Needs Assessment for Training

Competency assessment
Analysis of the sets of skills and knowledge needed
for decision-oriented and knowledge-intensive jobs

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 Phase 2: Designing the Training Program
Instructional Objectives
Represent the desired outcomes of a training
program
Performance-centered objectives
Provide a basis for choosing methods
and materials and for selecting
the means for assessing
whether the instruction
will be successful.

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 Trainee Readiness and Motivation
Strategies for Creating a Motivated Training
Environment:
1. Use positive reinforcement.
2. Eliminate threats and punishment.
3. Be flexible.
4. Have participants set personal goals.
5. Design interesting instruction.
6. Break down physical and psychological obstacles to
learning.

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 Principles of Learning

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 Principles of Learning

Focus on learning and transfer

Goal setting - Whats the value?

Meaningfulness of presentation

Behavioral modeling

Recognition of individual learning

differences
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 Principles of Learning (contd)

Focus on method and process

Active practice and repetition

Whole versus-part learning

Massed-vs-distributed learning

Feedback and reinforcement

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 Characteristics of Successful Instructors
Knowledge of the subject
Adaptability
Sincerity
Sense of humor
Interest
Clear instructions
Individual assistance
Enthusiasm

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 Phase 3: Implementing the Training
Program

Choosing the instructional method

Nature of training

Type of trainees

Organizational extent of training

Importance of training outcomes

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TYPES OF TRAINING AND DEVELOPMENT

1. On The-Job Training (OJT) Training a person to learn a job

while working on it.
Job Rotation a management training technique that
involves moving a trainee from department to department to
broaden his/her experiences and identify strong and weak
points
Coaching trainee works directly with a senior or manager
or with the person he/she is to replace, the latter is
responsible for the trainees coaching.
Job Instruction Training (JIT) Listing each jobs basic
tasks, along with key points, in order to provide steps by
steps training for employees.
Apprenticeship- A structure process by which people
become skilled workers through a combination of classroom
instruction and on the job training
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 TRAINING AND DEVELOPMENT
2. Off The-Job Training training which is conducted outside
the working environment
Case Study A development method in which the manager is
presented with a written description of an organizational problems to
diagnose and solve it.
Management Games a development technique in which team of
managers compete by making computerized decision regarding
realistic but simulated situation
Vestibule Training trainees learn on the actual or simulated
equipment they will use on the job but are train off the job.
Role Playing Trainees act our parts in a realistic management
situation.
Behavioral modeling trainees are first shown good management
technique in a film, are asked to play role in s simulated
Lecture classroom style
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 Training Methods for Employees (contd)
E-Learning
Learning that takes place via such web and
computer-based training (CBT)
Allows the firm to bring the training to employees
Allows employees to customize their own learning in
their own time and space (just-in-time learning)
Provides continuously updated
training materials

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 Electronic Training Methods for Employees
Learning Management Systems (LMS)
are virtual learning environments
Can assess the skills of employees
Can register them for courses
Can deliver interactive learning modules directly to
their desktops when they need or want them
Can evaluate and track their progress, and
determine when they are ready to be promoted

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 Phase 4: Evaluating the Training Program

Measuring program effectiveness

Criterion 1: Trainee reactions

Criterion 2: Extent of learning

Criterion 3: Learning transfer to job

Criterion 4: Results assessment

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 Criteria for Evaluating Training

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 Criterion 1: Reactions
Participant Reactions
The simplest and most common approach to training
evaluation is assessing trainees.
Potential questions might include the following:
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 suggestions do you have for improving the program?
Should the organization continue to offer it?
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 Criterion 2: Learning
Checking to see whether they actually learned
anything.
Testing knowledge and skills before beginning a
training program gives a baseline standard on
trainees that can be measured again after training
to determine improvement.
However, in addition to testing trainees, test
employees who did not attend the training to
estimate the differential effect of the training.

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 Criterion 3: Behavior
Transfer of Training
Effective application of principles learned to
what is required on the job.
Maximizing the Transfer of Training
1. Feature identical elements
2. Focus on general principles
3. Establish a climate for transfer.
4. Give employees transfer strategies

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 Criterion 4: Results, or Return on
Investment (ROI)
Measuring the Utility of Training Programs
Calculating the benefits derived from training:
How much did quality improve because of the training
program?
How much has it contributed to profits?
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?

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 Criterion 4: Results (contd)
Benchmarking
The process of measuring ones own services and
practices against the recognized leaders in order to
identify areas for improvement.
Training activity: How much training is occurring?
Training results: Do training and development achieve their
goals?
Training efficiency: Are resources utilized in the pursuit of
this mission?

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 Criterion 4: Results (contd)
Demings Benchmarking Model
1. Plan: conduct a self-audit to identify areas for
benchmarking.
2. Do: collect data about activities.
3. Check: Analyze data.
4. Act: Establish goals, implement changes,
monitor progress, and redefine benchmarks.

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 Special Training and Development Topics

Organization-wide training programs

Orientation training

Basic skills training

Team and cross-training

Diversity training

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 TRAINING AND DEVELOPMENT
ORIENTATION

Definition
a procedure for providing new employees with basic background
information about the firm or organization

Purposes of Orientation
to make new employees feel welcome and fit into the organization
Make sure the employee has the basic information to function
effectively. For example email access, personnel policies and
benefits, and what the employer expect in term of work behavior.
Help the new employee understand the organization in broad
sense
Start the person on the process of becoming socialized into the
firms culture, values, and way of doing thing.
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 Special Topics in Training and
Development (contd)
Orientation
Benefits:
1. Lower turnover
2. Increased productivity
3. Improved employee morale
4. Lower recruiting and training costs
5. Facilitation of learning
6. Reduction of the new employees anxiety

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 Special Topics in Training and
Development (contd)
Basic Skills Training
Basic skills have become essential occupational
qualifications, having profound implications for
product quality, customer service, internal
efficiency, and workplace and environmental safety.
Typical basic skills:
Reading, writing, computing, speaking, listening,
problem solving, managing oneself, knowing how to
learn, working as part of a team, leading others.

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 Special Topics in Training and
Development (contd)
To implement a successful program in basic and
remedial skills:
Explain to employees why and how the training will
help them in their jobs.
Relate the training to the employees goals.
Respect and consider participant experiences, and
use these as a resource.
Use a task-centered or problem-centered approach
so that participants learn by doing.
Give feedback on progress toward meeting learning
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 Special Topics in Training and
Development (contd)
Team Training Issues
1. Team building is a difficult and comprehensive
process.
2. Team development is not always a linear
sequence of forming, storming, norming, and
performing.
3. Additional training is required to assimilate new
members.
4. Behavioral and process skills need to be acquired
through participative exercises.
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 Team Training Skills

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 Special Topics in Training and
Development (contd)
Cross-Training
The process of training employees to do multiple
jobs within an organization
Gives firms flexible capacity.
Cuts turnover
Increase productivity
Pares down labor costs
Lays the foundation for careers rather than dead-end jobs.

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 Special Topics in Training and
Development (contd)
Ethics Training
Requires top management support
Should be a part of new employee orientation
Should be regularly available to all employees
Chief Ethics Officer
A high-ranking manager directly responsible for
fostering the ethical climate within the firm

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 Special Topics in Training and
Development (contd)
Types of Diversity Training
Awareness building
Helps employees appreciate the benefits of diversity
Skill building
Provides employees with the KSAs necessary for working
with people who are different from them.

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 Special Topics in Training and
Development (contd)
Diversity Training
To avoid the pitfalls of substandard diversity
training, managers should do the following:
Forge a strategic link.
Check out consultant qualifications.
Dont settle for off the shelf programs.
Choose training methods carefully.
Document individual and organizational benefits.

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 The Career Management Goal:
Matching Individual and Organizational
Needs

The Employees Role The Organizations Role

Career
Management

Individual and
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 HRs Role in Career Management

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 Recognize Lots of Possibilities
Promotion
A change of assignment to a job at a higher level in
the organization.
Principal criteria for determining promotions are
merit, seniority, and potential.
Transfer
The placement of an individual in another job for
which the duties, responsibilities, status, and
remuneration are approximately equal to those of
the previous job.

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 Alternative Career Moves

Promotion

Career
Exit Transfer
Moves

Demotion
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 Career Change Organizational Assistance
Relocation services
Services provided to an employee who is transferred
to a new location:
Help in moving, in selling a home, in orienting to a new
culture, and/or in learning a new language.
Outplacement services
Services provided by organizations to help
terminated employees find a new job.

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 Stages of Career Development

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 Successful Career-Management Practices
Placing clear expectations on employees.
Giving employees the opportunity for transfer.
Providing a clear and thorough succession plan
Encouraging performance through rewards and
recognition.
Giving employees the time and resources they
need to consider short- and long-term career
goals.
Encouraging employees to continually assess
their skills and career direction.
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 Internal Barriers to Career Advancement
Lack of time, budgets, and resources for
employees to plan their careers and to
undertake training and development.
Rigid job specifications, lack of leadership
support for career management, and a short-
term focus.
Lack of career opportunities and pathways
within the organization for employees.

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 Determining Individual Development Needs
Fast-track Program
A program that encourages young managers with
high potential to remain with an organization by
enabling them to advance more rapidly than those
with less potential.
Career Self-Management Training
Helping employees learn to continuously gather
feedback and information about their careers.
Encouraging them to prepare for mobility.

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 Mentoring
Mentors
Executives who coach, advise, and encourage
individuals of lesser rank.
Mentoring functions
Functions concerned with the career advancement
and psychological aspects of the person being
mentored.
E-mentoring
Brings experienced business
professionals together with
individuals needing counseling.
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 Career Networking Contacts
Your college alumni association or career office
networking lists
Your own extended family
Your friends parents and other family members
Your professors, advisors, coaches, tutors, clergy
Your former bosses and your friends and family
members bosses
Members of clubs, religious groups, and other
organizations to which you belong
All of the organizations near where you live or go to
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 Developing a Diverse Talent Pool
Recruiting and Developing Women
Growth of women in the workplace
Increase in females in management roles
Stereotyping and gender conflicts
Recruitment of Minorities
Educational and societal disadvantages
Retention in organizations
Affirmative action

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 Recruitment and Development of Women
The Glass Ceiling
Artificial barriers based on attitudinal or
organizational bias that prevent qualified women
from advancing upward in their organizations into
management level positions.
Eliminating Womens Barriers to Advancement
Development of womens networks
Online e-mentoring for women
Diminishing stereotyping of women
Presence of women in significant managerial
positions
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 Glass-Ceiling Audits
Glass ceiling audit factors:
Upper-level management and executive training
Rotational assignments International assignments
Opportunities for promotion
Opportunities for executive development programs
at universities
Desirable compensation packages
Opportunities to participate on high-profile project
teams
Upper-level special assignments
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 Recruiting and Developing of Minorities
Career development for minorities is advanced
by:
Organizational support for the advancement of
minorities to significant management positions
Provision of internships to attract minorities to
management careers
Organization of training courses to foster the
development of minoritys managerial skills and
knowledge.

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 Other Important Talent Concerns
Recruitment of the Disabled
Increasing numbers of disabled in the workforce
Stereotyping of the disabled versus their superior
records for dependability, attendance, motivation
and performance
Accommodations for physical and mental disabilities
Others with less publicized disadvantages
Recruitment of Older People
Increasingly returning to the workplace
Have valued knowledge, experience, flexibility and
reliability as employees
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 Dual-Career Couples
Dual-Career Partnerships
Couples in which both members
follow their own careers and
actively support each others
career development.
Flexible work schedules
Adaptive leave policies
Work-at-home
On-premises day care
Job sharing

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 THANK YOU FOR YOUR ATTENTION

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