CHAPTER seven of the Training 2022 (1).ppt

© Pearson Education 2012
1
Human Resource Management
Gary Dessler, Akram Al Ariss
Chapter 7:
Training & Developing
Employees

2
Learning Objectives
■■ Orienting/Onboarding New Employees
■■ Overview of the Training Process
■■ Implementing the Training Program
■■ Evaluating the Training Effort

3
Training
• Training is generally defined as the act of teaching a
skill or behavior.
However, what does this mean in business terms?
• Simply put, training in business is the investment of
resources in the employees of a company so t they
are better equipped to perform the tasks of their job.
• The type of the resources invested may include time
to learn, money to create programs and develop
training materials, training effectiveness evaluation
systems, etc

4
Employee Orientation
• Employee orientation (or “on-boarding”) provides
new employees with the information they need to
function (such as computer passwords and
company rules).
• It should also help new employees start getting
emotionally attached to the firm.
- New employees can suffer from a significant amount
of anxiety during the first few days on the job as
they find themselves in an environment and culture
that they are not familiar with.
• A well-developed orientation program will
socialize new employees into important
organizational values, whereby their chances of
easing smoothly into the organization are
improved.

5
Purpose of Orientation
Feel
Welcome, at
Ease and
part of a
team
Begin the
Socialization
Process –
know culture
and values
Understand
the
Organization
Know What
Is Expected
in Work and
Behavior
Orientation Helps
New Employees

6
The Orientation Process
Company
Organization and
Operations
Safety Measures
and Regulations
Facilities
Tour
Employee
Orientation
Employee Benefit
Information
Personnel
Policies
Daily
Routine

7
Importance of Training
1. The Training can be a source of competitive advantage for a
company. It is mandatory to train the staffs with the skill and
knowledge required to meet the business objectives.
2. The money spent on recruiting and selecting salespeople may be
wasted if their hiring is not followed up with the proper training
programs.
3. Increased profits and performance, reduction of cost & errors.
4. Increased job satisfaction and morale among employees
5. Increased employee motivation
6. Increased efficiencies in processes
7. Increased innovation in strategies and products
8. Reduced employee turnover enhanced company image

Drawbacks of Training
Drawbacks
of
Training
1- Extra Cost
2- Increase stress
3- Too much of theory
4- Loss of interest
5- Got the training and leave for
another better job
6- Time requirements

9
1. Extra Cost :
• There is surely a waste of valuable resources, as the organization
needs to spend money, time, and hire other people for training.
They also need to pay wages for both the trainer as well as the
employees.
2. Increase stress:
• In order to keep the staffs up to date with the latest trends and
knowledgeable in their specific area, training staffs for more
number of hours can make them stressed. As they are stressed,
their job levels may go down too.
3. Too much of theory:
• Training programs for certain departments are too much of theory
than application. These kinds of lectures make it tough for
employees to learn the subject. Thus theoretical lectures make the
whole training program boring when it’s for a prolonged period.

10
4. Loss of interest:
• At times of training sessions which lead for long hours, employees
are bored and aren’t interested in their session.
• Data and information are thus not retained for employees who do
not listen. When training programs are conducted continuously
with the same data or theory, again and again, the employees
lose interest.
5. Got the training and leave for another better job:
• When an employee is trained and updated with all the latest
knowledge and skills. They are prepared and ready to jump to
another organization which offers good perks and salary.
6. Time requirements:
• The other main important disadvantages of employee training are
that there may not be enough time for staff training with the
daily hectic schedule.

Rank the Drawbacks of
Training according to
your perception?111
Drawbacks
of
Training
1- Extra Cost
2- Increase stress
3- Too much of theory
4- Loss of interest
5- Got the training and leave for
another better job
6- Time requirements

13
Training Process (ADDIE)
Steps of Training Process (ADDIE)
• ADDIE stands for analyze, design, develop, implement, and
evaluate.
1. Analyzing the training need.
2. Designing the overall training program.
3. Developing the course.
4. Implementing training by actually training the
targeted employee group.
5. Evaluating the effectiveness of the course.

14
1-Analyzing the training need.
• The process begins with Analyzing the training need in three
main areas organizational, job, and person.
• Organizational needs: deal mostly with the skills the company is
looking for.
• Job needs: focus on the skills that the company see as necessary
for a specific position.
• Person needs: For the New & Current employee.
Task Analysis:
Assessing New Employees’ Training
Needs
Performance Analysis:
Assessing Current Employees’
Training Needs
Training Needs Analysis

15
Task Analysis:
Analyzing New Employees’
Training Needs.
• A task analysis can be used to
determine the training needs of
new employees.
It contains the following
information:
• Task list; when and how often
performed; quantity and quality
Performance standards;
conditions under which
performed;
• Skills or knowledge required;
and where best learned.

16
Performance Analysis:
• For the Current employee: needs arise after a gap is seen in the
expected performance compared to the actual performance of the
employee.
• There are several methods that can be used to identify an
employee’s training needs, including supervisor, peer, self, and
360-degree performance reviews;
• job-related performance data
• observation by supervisors or other specialists
• interviews with the employee or his/her supervisor
• tests of things like job knowledge, skills, and attendance
• attitude surveys
• individual employee daily diaries
• Assessment centers.

17
2- Designing the Training Program
• Designing means planning the overall training program including
objectives, delivery methods, and program evaluation.
1- Setting Learning Objectives
2- Creating a Motivational Learning Environment
3- Making the Learning Meaningful
4- Making Skills Transfer Obvious and Easy
5- Reinforcing the Learning
7- Other Training Design Issues

18
1- Setting Learning Objectives
Should specify in measurable terms what
the trainee will be able to accomplish
when the training is completed.
2. Creating a Motivational Learning
Environment
The learning environment should take
into account both the trainees’ ability
and motivation.
 People learn best by doing –
provide as much realistic practice
as possible.
 Trainees learn best when the
trainers immediately reinforce
correct responses.
 Create a perceived training need in
the trainees’ minds.

19
3. Making the Learning Meaningful
 At the start of training, the trainer should
provide an overview of the material to be
presented, to facilitate learning.
 Use a variety of familiar examples. Use as
many visual aids as possible.
 Organize the information so you can
present it logically, and use terms and
concepts that are already familiar to
trainees.
4. Making Skills Transfer Obvious and
Easy
 The trainer should maximize the similarity
between the training situation and the work
situation.
 Direct the trainees’ attention to important
aspects of the job.
 Provide information that lets trainees know
what might happen on the job.

20
5. Reinforcing the Learning
 Prior to training: get trainee and supervisor input in designing the
program and encourage employees to participate.
 During training: provide trainees with training experiences and
conditions (surroundings, equipment) that resemble the actual work
environment.
 After training: reinforce what trainees learned.
6. Other Training Design Issues
 Managers must review training method and choose the one
they feel will be most effective.
 They must also decide how to organize the training as well as
how to evaluate it.

21
3- Developing the program
Developing the program involves actually creating and preparing
training materials and the content of the course.
Example of training for Sales Representatives
1. Task-Related KSAs
- devoted to product knowledge and persuasive communication skills. These
are the essentials a salesperson must possess to sell the company’s
products.
- Product knowledge, Knowledge of competitive Products, Knowledge of customers,
Knowledge of the company , Selling skills, Relationship-Building Skills, Team-Selling
skills, Territory Management Skills
2. Growth-Related KSAs: adaptive and coping skills, goal setting,
attitudes..etc. These are related to the previous ones.
- Emotional Intelligence, Adaptability training.

22
Trainer can choose from different training methods to
deliver the training:
4- Implementing Training Programs (Training Methods )

24
Training Methods
On-the-job
training (OJT)
Coaching or
understudy
Job rotation
Special
assignments
Informal learning
Off-the-job training
(OJT)
Lecture
Role play
E-learning
Demonstration
Mobile and
Microlearning
Gamification

25
1- Coaching or understudy
• an experienced worker or the trainee’s supervisor trains the employee.
• this may involve acquiring skills by observing the supervisor, or having
the supervisor show the new employee the ropes.
• Advantages of On-the-Job Training
- Inexpensive, Learn by doing facilitates learning & Immediate feedback
Steps of On-the-Job (OJT) program (the OJT process).
1- Prepare the learner by putting the learner at ease and explaining why he or she
is being taught.
2- Present the operation. Explain quantity and quality requirements and go
through the job at a normal pace
3- Do a tryout and have the learner go through the job several times at a reduced,
then normal, pace.
4- Follow-up and designate to whom the learner should go for help. Gradually
decrease supervision
On-the-job training (OJT)
Means having a person learn a job by actually doing it.

26
2. Job rotation
• An employee moves from job to job at planned
intervals. It assists him to acquire a general
perspective of how the company functions.
• job rotation approves trainees to form a harmony
with a broad sphere of individuals inside the
company, promoting future assistance among
departments.
3.Special assignments
• Give lower-level executives firsthand experience
in working on or performing a superior’s job in
case of the vacancy arising out of superior’s
retirement, transfer or promotion.

27
4- Informal Learning
• Learning through day-to-day unplanned interactions between the
new worker and his/her colleagues.
• Surveys estimate that 70% to 80% of what employees learn about
their jobs they learn not through formal training but informally.
Training experts use the notation
“70/20/10” to summarize the idea
that as a rule:
• 70% of job learning occurs informally
(on or off the job)
• 20% reflects social interactions (for
instance, among employees on the
job)
• 10% is actual formal training.

28
1- Lecture
• Trainees are educated about concepts,
theories, principles and application of
knowledge in any particular area.
• Quick and simple ways to provide knowledge
to large groups.
2- Role Play
• Under this method trainees are explained the
situation and assigned roles.
• They have to act out the roles assigned to
them without any rehearsal.
• For example the role of customer and
salesman.
• The moderator after observing the role played
gives his views to the role players.
Off-the-job training (OJT)

29
3- E-learning
• E learning is the use of technological process
to access of a traditional classroom or office.
• E learning is also often referred to us online
learning or web based training.
• Under this type of web based training is
anywhere and any time information can pass
over the internet.
4- Demonstration Training
• This method is a visual display of how
something works or how to do something.
• Demonstration involves showing by reason or
proof explaining or making clear by use of
examples or experiments.
• As an example, trainer shows the trainees how
to perform or how to do the task of the job.

30
5- Mobile and Microlearning
• “on-demand learning” means delivering learning content, on
the learner’s demand, via mobile devices like cell phones,
laptops, and tablets, wherever and whenever the learner has
the time and desire to access it.
• Employers also use social media, such as LinkedIn, Facebook,
and Twitter to communicate company news and messages and
to provide training.
IBM uses mobile learning to
deliver just-in-time information
(for instance, about new
product features) to its sales
force.

31

32
6- Gamification
• Is the act of adding competitive game-based elements to
training programs in order to create a fun and engaging training
environment while also increasing learning engagement.
• Gamification is commonly used with bite-sized lessons to deliver
learning in a more digestible and entertaining way.
For Example:
• Games accessible through app
interfaces. Each round of each game
is comprised of five multiple-choice
quizzes. The more answers the
employees get right and the quicker
they give their answers, the more
points they earn. Thus the
trainee/players compete against each
other

33
• The HR manager Compares both a training group and a
control group (one that receives no training) to assess
before and after performance to determine the extent to
which performance in the training group resulted from the
training itself rather than some organization-wide change.
• In practice, few firms use this method, preferring to simply to
measure trainee job performance and customer
feedback before and after the training.
• A careful comparison of the training programs costs and
benefits can enable the human resource team to
compute the programs return on investment.
5- Evaluating the Training Effort

34
• There are Four basic categories of training outcomes can be
measured:
1. Reaction Evaluate trainees reactions to the program. Did they like
the program? Did they think it worthwhile?
2. Learning Test the trainees to determine whether they learned the
principles, skills, and facts they were supposed to learn.
3. Behavior Ask whether the trainees on-the-job behavior changed
because of the training program. For example, are employees more
well-mannered toward dissatisfied customers?
4. Results What results did we achieve, in terms of the training
objectives previously set? For example, did the number of customer
complaints diminish? Or the percentage of phone calls that call center
trainees subsequently answered correctly?
5- Evaluating the Training Effort

CHAPTER seven of the Training 2022 (1).ppt

More Related Content

Similar to CHAPTER seven of the Training 2022 (1).ppt (20)

Recently uploaded (20)

CHAPTER seven of the Training 2022 (1).ppt