Human Resource Management Lecture 6 Dessler 2013 Chapter 8 : Training and Developing Employees
LEARNING OBJECTIVES 1.
Summarize the purpose and process of employee orientation.
2.
List and briefly explain each of the five steps in the training process.
3.
Describe and illustrate how you would identify training requirements.
4.
Explain how to distinguish between problems you can fix with training and those you can’t.
5.
Discuss how you would motivate trainees. Chapter 8-2
LEARNING OBJECTIVES 6.
Explain how to use five training techniques.
7.
List and briefly discuss four management development programs.
8.
List and briefly discuss the importance of the eight steps in leading organizational change.
9.
Answe r the Answer the question, “What is organizational development and how does it differ from traditional approaches to organizational change?” Chapter 8-3
Summarize the purpose and process of employee orientation
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Chapter 8-4
THE PURPOSES OF EMPLOYEE ORIENTATION/ONBOARDING •
Welcome
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Basic information
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Understanding the organization Socialization
Chapter 8-5
THE ORIENTATION PROCESS Company organization and operations
Employee benefit information
Personnel policies
Daily routine
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Employee Orientation
Safety measures and regulations
Facilities tour
8 – –66
THE ORIENTATION PROCESS
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Employee handbook
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Orientation technology
Chapter 8-7
THE TRAINING PROCESS Training •
Process of teaching new employees basic skills to perform jobs
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Is a hallmark of good management
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Reduces an employer’s exposure to negligent training liability
Training’s Strategic Context •
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The aims of firm’s training programs must make sense in terms of the company’s strategic goals. Training fosters employee learning, which results in enhanced Training organizational performance.
8 – –88
List and briefly explain each of the five steps in the training process
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Chapter 8-9
THE ADDIE FIVE-STEP TRAINING PROCESS
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Analyze Analy ze needs
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Design overall training
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Develop course materials
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Implement training
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Evaluate effectiveness
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Chapter 8-10
CONDUCTING THE TRAINING NEEDS ANALYSIS ANALYSIS •
•
Strategic needs Strategic training needs analysis
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Chapter 8-11
Describe and illustrate how you would identify training requirements
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Chapter 8-12
STEP 1: ANALYZING TRAINING NEEDS Training Needs Analysis
Task Analysis
Performance Analysis
Talent Management
8 – –13 13
TASK ANA ANAL LYSIS
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Detailed study
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Job descriptions
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Job specifications
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Performance standard
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Performing the job
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Task analysis record
TABLE 8 –1 –1 Sample Task Task Analysis Record Reco rd Form
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8 15
TALENT MANAGEMENT
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What it is
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What’s involved
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Competencies
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Job training needs
Chapter 8-16
Competency Model • Consolidates a precise overview (graphically) of the competencies – competencies – the knowledge, skills and behaviors ) someone would need to do a job well. FIGURE 4 –10 Example of Competency Model for a Human Resource Manager
FIGURE 8 –2
Example of Competency Model for Human Resource Manager
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8 18
FIGURE 8 –2
FIGURE 8 –2
Example of Competency Model for Human Resource Manager
Example of Competency Model for Human Resource Manager (cont.)
8 19
Explain how to distinguish between problems you can fix with training and those you can’t
Chapter 8-20
PERFORMANCE ANALYSIS: ASSESS ASS ESSIN ING G CU CURRE RRENT NT EMP EMPLOY LOYEES EES’’ TRAI T RAINI NING NG NEE NEEDS DS Specialized Software Assessment Center Results
Individual Diaries
Performance Appraisals
Methods for Identifying Training Needs
Job-Related Performance Data
Attitude Surveys
Observations
Tests
Interviews
STEP 2: DESIGNING THE TRAINING PROGRAM •
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Setting learning objectives Creating a motivational learning environment
Chapter 8-22
Discuss how you would motivate trainees
Chapter 8-23
MAKING THE LEARNING MEANINGFUL
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Bird’s-eye Bird’s -eye view
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Familiar examples
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Organize
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Familiar terms
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Perceived need
Chapter 8-24
MAKING SKILLS TRANSFER OBVIOUS AND EASY •
Similarity
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Practice
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Label
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Attention Atte ntion
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“Heads--up” “Heads
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Pace
Chapter 8-25
LEARNING •
Reinforce correct responses
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Schedule
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Follow-up assignment assignmentss
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Transfer of training
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Other issues
Chapter 8-26
STEP 3: DEVELOPING PROGRAMS •
Create program’s training content and materials
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Use specific instructional method
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Lectures
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Ccases
Training equiptment •
Powerpoint slides
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Workbooks Chapter 8-27
STEP 4: IMPLEMENTING TRAINING PROGRAMS
Explain how to use five training techniques
Chapter 8-28
TRAINING METHODS •
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On-the-Job Training Apprentices Apprent iceship hip Training
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Videoconferencing
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Computer-Based Training (CBT)
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Informal Learning
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Simulated Learning
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Job Instruction Training
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Interactive Learning
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Lectures
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Internet-Based Training
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Programmed Learning
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•
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Audiovisual Audiovi sual-Base -Basedd Training Train ing Vestibule Training Electronic Performance Support Systems (EPSS) 8 – –29 29
THE OJT TRAINING METHOD On-the-Job Training (OJT) •
Having a person learn a job by actually doing the job.
Types of On-the-Job Training
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Coaching or understudy
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Job rotation
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Special assignments
Advantage Advan tagess •
Inexpensive
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Learn by doing
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Immediate feedback 8 – –30 30
FIGURE 8 –3
Some Popular Apprenticeships
The U.S. Department of Labor’s Labor ’s Registered Apprenticeship program offers access to 1,000 career areas, including the following top occupations: • Able seaman • Carpenter • Chef • Child care development specialist • Construction craft laborer • Dental assistant • Electrician • Elevator constructor • Fire medic • Law enforcement agent • Over-the-road truck driver • Pipefitter 8 – –31 31
Job Instruction Training at UPS
8 – –32 32
PROGRAMMED LEARNING Presenting questions, facts, or problems to the learner
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Allowing the person to respond
Providing feedback on the accuracy of answers
Advanta Adva ntages ges •
Reduced training time
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Self-paced learning
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Immediate feedback
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Reduced risk of error for learner
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8 – –33 33
OTHER TYPES OF TRAINING Electronic Performance Support Systems (EPSS)
Distance Learning Methods
Videoconferencing
Computer-Based Training (CBT)
E-learning and learning portals
8 – –34 34
OTHER TYPES OF LEARNING •
Mobile learning
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Virtual classrooms
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Lifelong and literacy training techniques
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Team training
Chapter 8-35
List and briefly discuss four management development programs
Chapter 8-36
IMPLEMENTING MANAGEMENT DEVELOPMENT PROGRAMS Long-Term Focus of Management Development
Assessing the company’s strategic needs
Appraising managers’ current performance
Developing the managers and future managers
8 – –37 37
MANAGEMENT DEVELOPMENT TECHNIQUES
Managerial On-the-Job Training
Job rotation
Coaching and understudy
Action learning
8 – –38 38
OTHER MANAGEMENT TRAINING TECHNIQUES Off-the-Job Management Training and Development Techniques
The case study method
Role playing
Management games
Behavior modeling
Outside seminars
Corporate universities
University-related programs
Executive coaches
8 – –39 39
Typical Ty pical Role in a Role-Playing Exercise Walt Marshall—Supervisor of Repair Crew You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew. You now have to face the issue again because a new truck has just been allocated to you for assignment. In order to handle this problem you have decided to put the decision up to the crew. You will tell them about the new truck and will put the problem in terms of what would be the fairest way to assign the truck. Do not take a position yourself, because you want to do what they think is most fair.
8 – –40 40
BEHAVIOR MODELING Behavior Modeling Training
1
Model the effective behaviors
2
Have trainees role play using behaviors
3
Provide social reinforcement and feedback
4
Encourage transfer of training to job
8 – –41 41
List and briefly discuss the importance of the eight steps in leading organizational change
Chapter 8-42
MANAGING ORGANIZATIONAL CHANGE PROGRAMS What to Change
Strategy
Culture
Structure
Technologies
Attitudes/ Skills of Employees
8 – –43 43
MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT The Human Resource Manager’s Role
Overcoming resistance to change
Organizing and leading organizational change
Effectively using organizational development practices
8 – –44 44
MANAGING ORGANIZATIONAL CHANGE AND DEVELOPMENT Overcoming Resistance to Change: Lewin’s Change Process
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1
Unfreezing
2
Moving
3
Refreezing
HOW TO LEAD THE CHANGE Unfreezing Stage 1. Establish a sense of urgency (need for change). 2. Mobilize commitment to solving problems.
Moving Stage 3. Create a guiding coalition. 4. Develop and communicate a shared vision. 5. Help employees to make the change. 6. Consolidate gains and produce more change.
Refreezing Stage 7. Reinforce new ways of doing things. 8. Monitor and assess progress. COPYRIGHT © 2011 PEARSON EDUCATION, INC. PUBLISHING AS PRENTICE HALL
What is organizational developmentt and how developmen does it differ from traditional approaches to organizational change?
Chapter 8-47
USING ORGANIZATIONAL DEVELOPMENT Organizational Development (OD)
1
2 3
Usually involves action research Applies behavioral science knowledge Changes the organization in a particular direction
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TABLE 8 –2
Examples of OD Interventions
Human Process Applications
HRM Applications
T-groups (Sensitivity Training)
Goal setting
Process consultation
Performance appraisal
Third-party intervention
Reward systems
Team building
Career planning and development
Organizational confrontation meeting
Managing workforce diversity
Survey research
Employee wellness
Technostructural Interventions
Strategic OD Applications
Formal structural change
Integrated strategic management
Differentiation and integration
Culture change
Cooperative union – union –management management projects
Strategic change
Quality circles
Self-designing organizations
Total quality management Work design
STEP 5: EVALUATING THE TRAINING EFFORT •
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Designing the Evaluation Study •
Time series design
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Controlled experimentation
Choosing Which Training Effects to Measure •
Reaction of trainees to the program
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Learning that actually took place
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Behavior that changed on the job
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Results achieved as a result of the training
FIGURE 8 –4 A Sample Sample Training Training Evaluation Form
TUTORIAL
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Discussion Questions (p. 302) •
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Question 4 & 7
Hotel Paris Case (p. 304) •
Question 1 & 2
