Chap 07 Trans

Chapter 7 : 

Chapter 7 Training and Developing Employees

Chapter 7 Outline : 

Chapter 7 Outline Orienting employees Why orientation is important Using orientation to reduce stress The training process Why the training business is booming The 5-step training & development process Training and learning Make learning meaningful Make skills transfer easy

Chapter 7 Outline : 

Chapter 7 Outline Motivate the learner Legal aspects of training Analyzing training needs Task analysis: assessing new employees’ training needs Performance analysis: assessing current employees’ training needs

Chapter 7 Outline : 

Chapter 7 Outline Traditional training methods On-the-job training Step 1 prepare the learner Step 2 present the operation Step 3 do a tryout Step 4 follow up Apprenticeship training Informal learning Job instruction training Lectures Programmed learning Audiovisual tools Simulated training

Chapter 7 Outline : 

Chapter 7 Outline Electronic training Computer-based training Electronic performance support systems (EPSS) Distance and internet-based training Tele-training Videoconferencing Training via the internet Strategic HR Learning portals High-performance insight Strategic HR

Chapter 7 Outline : 

Chapter 7 Outline Training for special purposes Literacy training techniques AIDS education Training for global business Diversity training Customer service training Teamwork training Providing lifelong learning

Chapter 7 Outline : 

Chapter 7 Outline Managerial development & training What is management development? The new leadership development methods Managerial on-the-job training Job rotation Coaching/understudy approach Action learning Research insight

Chapter 7 Outline : 

Chapter 7 Outline Managerial development & training (Cont.) Off-the-job training & development techniques The case study method Management games Outside seminars University-related programs

Chapter 7 Outline : 

Chapter 7 Outline Managerial development & training (Cont.) Role playing Behavior modeling Corporate universities and in-house development centers Executive development in global companies

Chapter 7 Outline : 

Chapter 7 Outline Evaluating the training effort Designing the study Training effects to measure Summary

After Studying This Chapter You Should Be Able To: : 

After Studying This Chapter You Should Be Able To: Describe the basic training process Effectively train an employee Develop and implement a training program Explain how to distinguish between problems you can fix with training and those you can’t Explain how to use five training techniques Describe and illustrate how you would go about identifying training requirements

Orientation Day : 

Orientation Day Employee orientation provides new employees with basic background information Programs may range from brief, informal introductions to lengthy, formal courses Sample orientation day checklist

Why Orientation Is Important : 

Why Orientation Is Important Orientation explains basics – often provided in an employee handbook Rules and policies are often discussed Makes new employee feel at ease Describes the organization – the big picture Defines expected work behavior Socializes new employee in company’s ways

Learning the Ropes : 

Learning the Ropes Realistic Orientation Programs for new Employees’ Stress (ROPES) Warn about disappointments How to cope is key Supervisors should monitor newcomers

Training 101 : 

Training 101 Teaching new employees the basic skills they need to perform their jobs The hallmark of a good manager Lack of productivity Definition

Why Training Is Booming : 

Why Training Is Booming NOT just technical training any more – over $19 billion spent last year on outside training Team building Decision making Communication Customer service Technology and computer skills Training helps management meet strategic goals

5 Step Training and Development Process : 

5 Step Training and Development Process Needs analysis Instructional design Validation Implement Evaluation & follow-up

Training Is LearningMake It Meaningful : 

Training Is LearningMake It Meaningful A bird’s-eye view of the material Familiar examples Organize the information Use familiar terms and concepts Use many visual aids

Training Is LearningTransfer New Skills : 

Training Is LearningTransfer New Skills Maximize the similarity Provide adequate practice Label or identify Attend to important aspects of the job Provide “heads-up,” preparatory information

Motivate the Learner : 

Motivate the Learner Learn by doing Reinforce correct responses Trainees learn best at their own pace Create a perceived training need Scheduling is important

Legal Aspects of Training : 

Legal Aspects of Training Violate EEO laws by failing to train minorities and women Negligent training Precautions to take: Confirm Completely train employees Protect 3rd parties Evaluate effectiveness

Analyzing Training Needs : 

Analyzing Training Needs Determine required training New employees Current employees Task analysis and performance analysis are the two main ways to identify training needs

Task Analysis : 

Task Analysis Task analysis - a detailed study of a job to identify the specific skills required Job descriptions and job specifications are used A task analysis record form lists 6 types of information used to determine training requirements

Performance Analysis : 

Performance Analysis Performance analysis – verify that there is a deficiency and decide if it can be fixed Sample performance deficiencies: Doesn’t meet sales quotas Too many plant accidents Set specific objectives

Traditional Training Methods : 

Traditional Training Methods On-the-job training Apprenticeship training Informal learning Job instruction training Lectures Programmed learning Audiovisual tools Simulated training

On-the-job Training : 

On-the-job Training Learn by doing – 4 steps to success

Job Instruction Training : 

Job Instruction Training List each step in order with key steps Start motor Set cut distance Read scale carefully Place paper on cutting table Verify paper is even Push paper to cutter Verify paper is tight Grasp release with left hand Don’t release to prevent injury Grasp release with right hand Don’t release to prevent injury Pull cutter & safety releases Keep both hands in place Wait for cut To finish Maintain grip Retract paper Verify cutter is done Shut off motor

Lectures : 

Lectures Give listeners signals Keep conclusions short Maintain eye contact Control your hands Break long talk into shorter series Practice makes perfect Don’t begin on wrong foot Be alert to your audience Make sure all can hear Speak from notes not script

Programmed Learning : 

Programmed Learning Programmed learning (or programmed instruction) is a step-by-step self-learning method that consists of three parts: Presenting Responding Feedback

Other Traditional Training Techniques : 

Apprenticeship Training Informal learning or daily interaction Audiovisual tools Simulated training Other Traditional Training Techniques

Electronic Training : 

Electronic Training Computers and the Internet have revolutionized training CBT or CD-ROM Electronic Performance Support Systems Distance and Internet based Tele-training Videoconferencing Internet training Learning portals

Electronic Training (Cont.) : 

Electronic Training (Cont.) Job Aids Electronic performance support system (EPSS)

Tele-training : 

Tele-training Teletraining: A trainer in a central location teaches groups of employees at remote locations via television hookups.

Videoconferencing : 

Videoconferencing Videoconferencing allows for distance teaching or training Many PC’s currently can participate in remote training with programs like Instructors might need to change some teaching habits

Learning Portals Insight : 

Learning Portals Insight Corporate web pages or enterprise information portals focus learning on company specifics Some are highly specialized portals like

Training For Special Purposes : 

Training For Special Purposes Literacy training techniques 50% of workers may read below 8th grade level AIDS education One million workers may be infected; this can cause anxiety in others

Training For Special Purposes : 

Training For Special Purposes Global business training samples include: Executive etiquette for global transactions Cross-cultural technology transfer International protocol and presentation Business basics for the foreign executive Language training

Training For Special Purposes : 

Training For Special Purposes Diversity training Better cross-cultural sensitivity Results examples: Improving technical skills Socialization U.S. work ethic

Training For Special Purposes : 

Training For Special Purposes Customer service training Almost two-thirds of U.S. workers are in service jobs

Training For Special Purposes : 

Training For Special Purposes Teamwork training Outward Bound “Recipes for Success”

Lifelong Learning : 

Lifelong Learning Lifelong learning provides continuing training from basic remedial skills to advanced decision-making techniques throughout an employee’s career New & old skills alike are learned & updated continuously Definition

Managerial Development : 

Managerial Development Management development is any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills with an aim to enhance the future performance of the company itself Definition

Managerial On-the-job Training : 

Managerial On-the-job Training Job rotation Coaching/understudy approach Action learning

Do women make better managers? : 

Do women make better managers? What do you think? Have you ever worked for a female manager? What are the positives? Negatives?

Managerial Off-the-job Training : 

Managerial Off-the-job Training The case study method Games Seminars University programs Role playing Behavior modeling - 4 steps In house development

New Truck DilemmaRole Playing : 

New Truck DilemmaRole Playing The supervisor gets new telephone trucks which must be assigned to one of the crews. This causes problems among the crews as everyone likes a new truck. You put them in your place by using role playing and make the crews decide who gets the new truck. If you were in one of the crews how would you decide who gets the shiny new truck?

Global Executive Development : 

Global Executive Development Candidates backgrounds Family situations Brief candidates on all relocation policies Comprehensive training Provide a mentor Establish a repatriation program

Evaluating the Training Effort : 

Evaluating the Training Effort Controlled experimentation is preferred way to design a study as it has a control group which gets no training Measure 4 outcomes of the study: Reaction Learning Behavior Results Training evaluation form

Summary of Chapter 7 : 

Summary of Chapter 7 The training process consists of five steps: Needs analysis Instructional design Validation Implementation Evaluation Make training material meaningful

Summary of Chapter 7 : 

Summary of Chapter 7 On-the-job Apprenticeship Informal learning Job instruction Lectures Programmed learning Audiovisual tools Simulated Computer-based Electronic performance support systems Internet-based Basic training methods:

Summary of Chapter 7 : 

Summary of Chapter 7 We saw a number of special purpose training methods On-the-job training is a common technique. Coaching/understudy method Job rotation Special assignments and committees Management development imparts knowledge, changes attitudes or increases skills

Summary of Chapter 7 : 

Summary of Chapter 7 Managerial on-the-job training types include job rotation, coaching, and action learning Training program effectiveness is measured in four ways: Reacting Learning Behavior Results