© 2008 Prentice Hall, Inc. © 2008 Prentice Hall, Inc. All rights reserved.All rights reserved.

PowerPoint Presentation by Charlie CookPowerPoint Presentation by Charlie CookThe University of West AlabamaThe University of West Alabama

1

Human Resource Human Resource ManagementManagement

ELEVENTH EDITIONELEVENTH EDITION

G A R Y D E S S L E RG A R Y D E S S L E R

Training and Developing EmployeesTraining and Developing Employees

Chapter Chapter 88

Part 3 | Training and DevelopmentPart 3 | Training and Development

© 2008 Prentice Hall, Inc. All rights reserved. 8–2

After studying this chapter, you should be able to:After studying this chapter, you should be able to:

1.1. Describe the basic training process.Describe the basic training process.

2.2. Describe and illustrate how you would go about Describe and illustrate how you would go about identifying training requirements.identifying training requirements.

3.3. Explain how to distinguish between problems you can Explain how to distinguish between problems you can fix with training and those you can’t.fix with training and those you can’t.

4.4. Explain how to use five training techniques.Explain how to use five training techniques.

© 2008 Prentice Hall, Inc. All rights reserved. 8–3

Purpose of OrientationPurpose of Orientation

Feel Welcome

and At Ease

Begin the Socialization

Process

Understand the

Organization

Know What Is Expected in Work and

Behavior

Orientation Helps New Employees

© 2008 Prentice Hall, Inc. All rights reserved. 8–4

The Orientation ProcessThe Orientation Process

Company Organization and

Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine

© 2008 Prentice Hall, Inc. All rights reserved. 8–5

Analyzing Training NeedsAnalyzing Training Needs

Task Analysis: Assessing New Employees’

Training Needs

Performance Analysis: Assessing Current Employees’

Training Needs

Training Needs Analysis

© 2008 Prentice Hall, Inc. All rights reserved. 8–6

Assessing Current Employees’ Training NeedsAssessing Current Employees’ Training Needs

Performance Appraisals

Job-Related Performance Data

Observations

Interviews

Assessment Center Results

Individual Diaries

Attitude Surveys

Tests

Methods for Identifying

Training Needs

© 2008 Prentice Hall, Inc. All rights reserved. 8–7

Programmed LearningProgrammed Learning

• AdvantagesAdvantages Reduced training timeReduced training time Self-paced learningSelf-paced learning Immediate feedbackImmediate feedback Reduced risk of error for learnerReduced risk of error for learner

Presenting questions, facts, or problems to

the learner

Allowing the person to respond

Providing feedback on the

accuracy of answers

© 2008 Prentice Hall, Inc. All rights reserved. 8–8

Distance and Internet-Based TrainingDistance and Internet-Based Training

Teletraining

Videoconferencing

Internet-Based Training

E-Learning and Learning Portals

Distance Learning Methods

© 2008 Prentice Hall, Inc. All rights reserved. 8–9

Literacy Training TechniquesLiteracy Training Techniques

Testing job candidates for

basic skills

Instituting basic skills and literacy

programs

Employer Responses to Functional Illiteracy

© 2008 Prentice Hall, Inc. All rights reserved. 8–10

Management DevelopmentManagement Development

Assessing the company’s strategic

needs

Developing the managers and

future managers

Long-Term Focus of Management Development

Appraising managers’

current performance

© 2008 Prentice Hall, Inc. All rights reserved. 8–11

Management Development (cont’d)Management Development (cont’d)

Job Rotation

Action Learning

Managerial On-the-Job

Training

Coaching/Understudy Approach

© 2008 Prentice Hall, Inc. All rights reserved. 8–12

Managing Organizational Change Managing Organizational Change and Developmentand Development

Strategy TechnologiesCulture

What to Change

Structure Employees

© 2008 Prentice Hall, Inc. All rights reserved. 8–13

Managing Organizational Change Managing Organizational Change and Development (cont’d)and Development (cont’d)

Overcoming resistance to

change

Effectively using

organizational development

practices

The Human Resource Manager’s

Role

Organizing and leading

organizational change

© 2008 Prentice Hall, Inc. All rights reserved. 8–14

K E Y T E R M SK E Y T E R M S

employee orientationemployee orientation

trainingtraining

performance managementperformance management

negligent trainingnegligent training

task analysistask analysis

performance analysisperformance analysis

on-the-job trainingon-the-job training

apprenticeship trainingapprenticeship training

job instruction training (JIT)job instruction training (JIT)

programmed learningprogrammed learning

simulated trainingsimulated training

electronic performance support electronic performance support systems (EPSS)systems (EPSS)

job aidjob aid

management developmentmanagement development

succession planningsuccession planning

job rotationjob rotation

action learningaction learning

case study methodcase study method

management gamemanagement game

role playingrole playing

outsourced learningoutsourced learning

behavior modelingbehavior modeling

in-house development centerin-house development center

organizational developmentorganizational development

controlled experimentationcontrolled experimentation