Human resource management unit 3
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Employee training involves assessing needs, designing instruction, implementing programs, and evaluating results. It can occur through formal classroom training, on-the-job training, e-learning, webinars, and more. Common types of training include new employee orientation, compliance training, soft skills development, and management or leadership development. Effective training transfers skills to the workplace and motivates learning.
Human resource management unit 3
- 1. Human Resource Management Unit 3 Developing Human Resources
- 2. Employee Training Training is the process of teaching new employees the basic skills they need to perform their jobs.
- 3. Employee training • Strategic context of training – Performance management: the process employers use to make sure employees are working toward organizational goals. • Web-based training • Distance learning-based training • Cross-cultural diversity training
- 4. Training and Development Process Needs analysis Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design Produce the training program content, including workbooks, exercises, and activities. Validation Presenting (trying out) the training to a small representative audience. Implement the program Actually training the targeted employee group. Evaluation Assesses the program’s successes or failures.
- 5. Make the Learning Meaningful • At the start of training, provide a bird’s-eye view of the material to be presented to facilitates learning. • Use a variety of familiar examples. • Organize the information so you can present it logically, and in meaningful units. • Use terms and concepts that are already familiar to trainees. • Use as many visual aids as possible.
- 6. Make Skills Transfer Easy • Maximize the similarity between the training situation and the work situation. • Provide adequate practice. • Label or identify each feature of the machine and/or step in the process. • Direct the trainees’ attention to important aspects of the job. • Provide “heads-up” preparatory information that lets trainees know they might happen back on the job.
- 7. Motivate the Learner • People learn best by doing so provide 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 important too: The learning curve goes down late in the day, less than full day training is most effective.
- 8. Training need assessment • Task analysis – A detailed study of a job to identify the specific skills required, especially for new employees. • Performance analysis – Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).
- 10. On the Job Training • On-the-job training (OJT) – Having a person learn a job by actually doing the job. Like Coaching or understudy, Job rotation, Special assignments • Steps in OJT – Prepare the learner – Present the operation – Do a tryout – Follow up • Advantages – Inexpensive – Immediate feedback
- 11. • Apprenticeship training – A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training. • Informal learning – The majority of what employees learn on the job they learn through informal means of performing their jobs on a daily basis. • Job instruction training (JIT) – Listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.
- 15. The 25 Most Popular Apprenticeships in USA • Boilermaker • Bricklayer (construction) • Carpenter • Construction craft laborer • Cook (any industry) • Cook (hotel and restaurant) • Correction officer • Electrician • Electrician (aircraft) • Electrician (maintenance) • Electronics mechanic • Firefighter • Machinist • Maintenance mechanic (any industry) • Millwright • Operating engineer • Painter (construction) • Pipefitter (construction) • Plumber • Power plant operator • Roofer • Sheet-metal worker • Structural-steel worker • Telecommunications technician • Tool and die maker According to the U.S. Department of Labor apprenticeship database, the occupations listed below had the highest numbers of apprentices in 2001. These findings are approximate because the database includes only about 70% of registered apprenticeship programs—and none of the unregistered ones.
- 16. Effective lectures – Use signals to help listeners follow your ideas. – Don’t start out on the wrong foot. – Keep your conclusions short. – Be alert to your audience. – Maintain eye contact with the trainees. – Make sure everyone in the room can hear. – Control your hands. – Talk from notes rather than from a script. – Break a long talk into a series of five-minute talks.
- 17. Programmed Learning • Programmed instruction (PI) – A systematic method for teaching job skills involving: • Presenting questions or facts • Allowing the person to respond • Giving the learner immediate feedback on the accuracy of his or her answers • Advantages – Reduced training time – Self-paced learning – Immediate feedback – Reduced risk of error for learner
- 18. • Literacy training techniques – Responses to functional illiteracy • Testing job candidates’ basic skills. • Setting up basic skills and literacy programs. • Audiovisual-based training – To illustrate following a sequence over time. – To expose trainees to events not easily demonstrable in live lectures. – To meet the need for organization wide training and it is too costly to move the trainers from place to place. • Simulated training (occasionally called vestibule training) – Training employees on special off-the-job equipment so training costs and hazards can be reduced. – Computer-based training (CBT) – Electronic performance support systems (EPSS) – Learning portals
- 19. Computer-based Training (CBT) Advantages – Reduced learning time – Cost-effectiveness – Instructional consistency Types of CBT – Intelligent Tutoring systems – Interactive multimedia training – Virtual reality training
- 20. Electronic Performance Support Systems (EPSS) • Sets of computerized tools and displays that automate training, documentation, and phone support, integrate this automation into applications, and provide support that’s faster, cheaper, and more effective than traditional methods. • An electronic performance support system (EPSS) is any computer software program or component that improves user performance.
- 21. • An EPSS is best considered when: – Workers require knowledge to achieve individual performance in a business environment. – Skilled performers are spending a lot of time helping less skilled performers – New workers must begin to perform immediately and training is impractical, unavailable or constrained – Employees need to be guided through a complex process or task that cannot be memorized. • Components – the user interface shell (the human computer interface) and the database – generic tools (help system, documentation, text retrieval system, intelligent agents, tutoring facility, simulation tools and communication resources) – application-specific support tools – a target application domain (schools, particular business settings, military, etc.)
- 22. Advantages of EPSS • Reducing the complexity or number of steps required to perform a task • Providing the performance information an employee needs to perform a task • Providing a decision support system that enables an employee to identify the action that is appropriate for a particular set of conditions
- 23. Distance and Internet-Based Training • Tele-training – A trainer in a central location teaches groups of employees at remote locations via TV hookups. • Video conferencing – Interactively training employees who are geographically separated from each other—or from the trainer—via a combination of audio and visual equipment. • Training via the Internet – Using the Internet or proprietary internal intranets to facilitate computer-based training.
- 24. Distance and Internet-Based Training • Virtual classroom – A learning environment that uses special collaboration software to enable multiple remote learners, using their PCs or Laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as Power Point slides. • MP3/Instant Messaging – Instant messaging is recommended as a quick learning devices. Like J P Morgan
- 25. Cross-cultural training • Cross-cultural training is defined as any formalized intervention designed to increase the knowledge and skills of international assignees to live and work effectively in an unfamiliar environment.
- 27. Implementation of Training Programme Deciding the location and organizing training and other facilities. Scheduling the training programme. Conducting the programme. Monitoring the progress of trainees.
- 28. Evaluation of Training Programme • Need for evaluation – Huge sums of money are spent on T&D. Thus, its necessary to evaluate the results of T&D programme. • Principles of evaluation – Must be clear about the goals and purpose – Must be continuous and specific – Must provide means and focus to trainer – Based on objective methods and standards • Criteria for evaluation – Training validity – Transfer validity – Intra-organizational validity – Inter organizational validity
- 29. Impediments to effective training • Management commitment is lacking and uneven • Aggregate spending on training is inadequate • Educational institutions award degree but graduates lack skills • Large-scale poaching of trained workers • No help to workers displaced because of downsizing • Employers and B-schools must develop closer ties • Organized labor can help
- 30. Management development • Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills. • Succession Planning is a process through which senior- level openings are planned for and eventually filled. • Anticipate management needs • Review firm’s management skills inventory • Create replacement charts • Begin management development
- 31. Techniques of Executive Development • Job rotation – Moving a trainee from department to department to broaden his or her experience and identify strong and weak points. • Coaching/Understudy approach – The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainee’s coaching. • Action learning – Management trainees are allowed to work full-time analyzing and solving problems in other departments.
- 32. Off-the-Job Management Training and Development Techniques • Case study method – Managers are presented with a description of an organizational problem to diagnose and solve. • Management game – Teams of managers compete by making computerized decisions regarding realistic but simulated situations. • Outside seminars – Many companies and universities offer Web-based and traditional management development seminars and conferences.
- 33. • Role playing – Creating a realistic situation in which trainees assume the roles of persons in that situation. • Behavior modeling – Modeling: showing trainees the right (or “model”) way of doing something. – Role playing: having trainees practice that way – Social reinforcement: giving feedback on the trainees’ performance. – Transfer of learning: Encouraging trainees apply their skills on the job. • Corporate universities – Provides a means for conveniently coordinating all the company’s training efforts and delivering Web-based modules that cover topics from strategic management to mentoring. Off-the-Job Management Training and Development Techniques contd..
- 34. Off-the-Job Management Training and Development Techniques contd.. • In-house development centers – A company-based method for exposing prospective managers to realistic exercises to develop improved management skills. • Executive coaches – An outside consultant who questions the executive’s boss, peers, subordinates, and (sometimes) family in order to identify the executive’s strengths and weaknesses. – Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses
- 35. Career planning and development • Career – The occupational positions a person has had over many years. • Career management – The process for enabling employees to better understand and develop their career skills and interests, and to use these skills and interests more effectively. • Career development – The lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment.
- 36. • Career planning – The deliberate process through which someone becomes aware of personal skills, interests, knowledge, motivations, and other characteristics; and establishes action plans to attain specific goals. • Careers today – Careers are no simple progressions of employment in one or two firms with a single profession. – Employees now want to exchange performance for training, learning, and development that keep them marketable.
- 37. Career Development Initiatives • Career planning workshops • Career counselling • Mentoring • Sabbaticals • Personal Development Plans • Career workbooks
- 38. Innovative Corporate Career Development Initiatives • Provide each employee with an individual budget. • Offer on-site or online career centers. • Encourage role reversal. • Establish a “corporate campus.” • Help organize “career success teams.” • Provide career coaches. • Provide career planning workshops • Utilize computerized on- and offline career development programs • Establish a dedicated facility for career development
- 39. The Individual • Accept responsibility for your own career. • Assess your interests, skills, and values. • Seek out career information and resources. • Establish goals and career plans. • Utilize development opportunities. • Talk with your manager about your career. • Follow through on realistic career plans. The Manager • Provide timely performance feedback. • Provide developmental assignments and support. • Participate in career development discussions. • Support employee development plans. The Organization • Communicate mission, policies, and procedures. • Provide training and development opportunities. • Provide career information and career programs. • Offer a variety of career options. Roles in Career Development