Prentice Hall 8 –1

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8–1

Learning Objectives 1. 2. 3.

4.

Summarize the purpose and process of employee orientation. List and briefly explain each of the five steps in the training process. Describe and illustrate how you would identify training requirements. How to use training techniques.

Purpose of Orientation

Orientation Helps New Employees

Feel welcome and at ease

Understand the organization

Basic info and Know what is expected in work and behavior

Begin the socialization process

8–3

The Orientation Process

Company organization and operations

Employee benefit information

Personnel policies

Daily routine

Employee Orientation

Safety measures and regulations

Facilities tour

8–4

e.g. New Employee Orientation Time

Topic

Method Speech

Activity

9:00-9:30 AM

Welcome Speech by GM

9:30-10:00 AM

Intro to Company Slide Background Presentation

Slide Show & Video Tape

3:00-4:00 PM

Fire Safety Talk

Fire Drill & Equipment

Security Manager

Talk & hand shake

5

Training and development • Training – Is the process of teaching new or current employees the skills they need to perform their jobs

• Development – Involves learning that goes beyond today’s job

8–6

The ADDIE Five-Step Training Process • • • • •

Analyze Design Develop Implement Evaluate

(I) Analyzing Training Needs

Training Needs Analysis

Task Analysis:

Performance Analysis:

Assessing new employees’ training needs

Assessing current employees’ training needs

8–8

• Task analysis is a detailed study of the job to determine what specific skills the job requires. Assess new employees’ training need • Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or some other means (like transferring the employee

Exercise 1 • Imagine you are the manager of a factory with 500 workers making clothes for export to Europe. • What information and evidence do you need before you can say the employees need training? • Try to list 5 ideas.

10

Response to exercise 1 • Accidents report • Sick leave report • Employee compensation statistics • Product quality control report • Wastage report • Efficiency report • Machinery out-of-order report

• Staff discipline report • Staff enquiries & complaints • Guests complaints • Refusal of orders made • Quality of product report • Market needs & trends • Demographic data & background of employees 11

FIGURE 8–2

Example of Competency Model for Human Resource Manager

8–12

Performance Analysis: Assessing Current Employees’ Training Needs Specialized Software Assessment Center Results Individual Diaries

Performance Appraisals

Methods for Identifying Training Needs

Job-Related Performance Data

Attitude Surveys

Observations

Tests

Interviews

Can’t-do or Won’t-do?

8–13

II Designing the training program • Compile and produce training content including workbook, exercise and activities

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8–14

III Develop the course  Propose technique such as on the job training and computer assisted learning  Desired end results  Clear and concise objectives must be formulated

• Validate the training program by presenting it to small representative audience

8–15

Example :Preparing Training Plan • Consider whether to design a long (5-10 years), medium (3-5 years) or short (1 year) term plan. • Ask your self “What are we going to achieve in the time period?” • Use a holistic approach by using a calendar for inputting your training activities.

16

Training Calendar Example

Training Area

Month in the year 1

2

3

4

5

6

7...

Attitude

Train the trainer Job competency Sales techniques Telephone manner … 17

(IV) Implementing training program : Training Methods • On-the-Job Training • Apprenticeship Training • Job Instruction Training

• Lectures • Programmed Learning • Behavior modelling

• Audiovisual

• Computer & Internet based training  Teletraining and

Videoconferencing  Computer-Based

Training (CBT)  Simulated Learning  Learning Portals

• Vestibule Training 8–18

(a)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 – Coaching or understudy – Job rotation – Special assignments • Advantages – Inexpensive – Learn by doing – Immediate feedback 8–19

(b) Apprenticeship training is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training. (c) Job instruction training (JIT) Many jobs (or parts of jobs) consist of a logical sequence of steps that one best learns stepby-step. This step-by-step training is called job instruction training (JIT).

FIGURE 8–4

Job Instruction Training at UPS

8–21

(d) Lectures • Lecturing is a quick and simple way to present knowledge to large groups of trainees, eg when the sales force needs to learn a new product’s features.

(e) Programmed learning (or programmed instruction) • is a step-by-step, self-learning method that consists of three parts –

8–22

Programmed Learning Presenting questions, facts, or problems to the learner

Allowing the person to respond

Providing feedback on the accuracy of answers

• Advantages  Reduced training time  Self-paced learning  Immediate feedback  Reduced risk of error for learner

8–23

(f) Behavior modelling • Trainees are first shown good management technique in a film, are asked to play roles in simulated situation, are given feedback and praise by supervisor. • Basic procedure: • 1. modelling- trainees watch video example showing model behave effectively in a problem situation • 2. role play- Trainee get roles to play in simulated situation; they are to practice effective behavior demonstrated by model • 3. social reinforcement- Trainer provide reinforcement in a form of praise and constructive feedback • 4. Transfer of training- Trainees are encouraged to apply their new skills when they are back on jobs

8–24

(g) Audio visual • Use DVD, film and audiotapes

(h) Vestibule training • Trainees learn on the actual or simulated equipment they will use on the job, but are trained off the job (separate room or vestibule) 8–25

Computer & Internet-Based Training

Teletraining and Videoconferencing

Distance Learning Methods

Electronic Performance Support Systems (EPSS)

Computer-Based Training

E-learning and learning portals

8–26

Off-the-Job Management Training & development technique (manager) • The case study method • Management game • Outside seminar

• University related program • Role play • Corporate university

(v) Evaluating the Training • Designing the Evaluation Study – Time series design – Controlled experimentation

• Choosing Which Training Effects to Measure – Reaction of trainees to the program (L1) – Learning that actually took place(L2)

– Behavior that changed on the job(L3) – Results achieved as a result of the training(L4) 8–28

Evaluating the Training based on Donald Kirpatricks ➲ ➲ ➲

➲

Level 1 The trainee reactions Level 2 The change in trainee learning Level 3 Behaviour change on the job Level 4 The results to the organisation

LEVEL Level 1

Level 2

Level 3

Level 4

DESCRIPTION • Did the trainees like the program • Did they feel it was valuable • Did it meet their expectation • Did the trainee learn what they were suppose to learn (skills, principle and fact) • Did the trainee apply their newly acquired skills and knowledge to their job • Did the training have any measurable business impact