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Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 8, slide 1
Chapter 8
Training and Developing
Employees
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Training and Development and
Other HRM Functions
Training may permit hiring
less-qualified applicants
Selection
Effective selection may
reduce training needs
Training aids in the
achievement of performance
Performance
Appraisal
A basis for assessing
training needs and results
Training and development may
lead to higher pay
Compensation
Management
A basis for determining
employees rate of pay
Availability of training can aid
in recruitment
Recruitment
Provide an additional
source of trainees
Training may include a role for
the union
Labor Relations
Union cooperation can
facilitate training efforts
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The Scope of Training &
Development
! Training
! Now-oriented
! Effort initiated by an organization to foster
learning among its members.
! Tends to be narrowly focused and oriented toward
short-term performance concerns.
! Development
! Future-oriented
! Effort that is oriented more toward broadening an
individuals skills for the future responsibilities.
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The Systems Approach to
Training and Development
! Four Phases
! Needs assessment
! Program design
! Implementation
! Evaluation
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Systems Model of Training
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Phase 1: Conducting the
Needs Assessment
! Organization Analysis
! An examination of the environment, strategies,
and resources of the organization to determine
where training emphasis should be placed.
! Task Analysis
! The process of determining what the content of a
training program should be on the basis of a study
of the tasks and duties involved in the job.
! Person Analysis
! A determination of the specific individuals who
need training.
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Phase 2: Designing the Training
Program
Characteristics of trainers
Trainee readiness and motivation
Issues in training design
Instructional objectives
Principles of learning
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Phase 2: Designing the
Training Program
! Instructional Objectives
! Represent the desired outcomes of a training
program
! Performance-centered objectives
! Provide a basis for choosing methods and
materials and for selecting the means for
assessing whether the instruction will be
successful.
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Trainee Readiness and
Motivation
! Strategies for Creating a Motivated Training
Environment:
! Use positive reinforcement
! Eliminate threats and punishment
! Be flexible
! Have participants set personal goals
! Design interesting instruction
! Break down physical and psychological obstacles
to learning
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Principles of Learning
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Principles of Learning
Recognition of individual learning
differences
Meaningfulness of presentation
Focus on learning and transfer
Goal setting - Whats the value?
Behavioral modeling
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Principles of Learning (contd)
Feedback and reinforcement
Whole versus-part learning
Focus on method and process
Active practice and repetition
Massed-vs-distributed learning
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Characteristics of Successful
Instructors
! Knowledge of the subject
! Adaptability
! Sincerity
! Sense of humor
! Interest
! Clear instructions
! Individual assistance
! Enthusiasm
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Phase 3: Implementing the
Training Program
Importance of training outcomes
Type of trainees
Choosing the instructional method
Nature of training
Organizational extent of training
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Training Methods for
Nonmanagerial Employees
! On-the-Job Training (OJT)
! Apprenticeship Training
! Cooperative Training and
Internships
! Classroom Instruction
! Programmed Instruction
! Audiovisual Methods
! Computer-based Training
and E-Learning
! Simulation Method
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On-the-Job Experiences
! Coaching
! Understudy
Assignment
! Job Rotation
! Lateral Transfer
! Special Projects
! Staff Meetings
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Training Methods for
Management Development
! On-the-Job Experiences
! Seminars and Conferences
! Case Studies
! Management Games
! Role Playing
! Behavior Modeling
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Phase 4: Evaluating the
Training Program
Criterion 4: Results assessment
Criterion 2: Extent of learning
Measuring program effectiveness
Criterion 1: Trainee reactions
Criterion 3: Learning transfer to job
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Evaluating Training and
Development Effectiveness
How can HR evaluate training method results
when measures arent easy to calculate?
Level 1
What was reaction to training?
Level 2
What was learned?
Level 3
Did training change behavior?
Level 4
Did training benefit employer?
Through Kirkpatricks model:
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Criterion 1: Reactions
! Participant Reactions.
! The simplest and most common approach to
training evaluation is assessing trainees.
! Potential questions might include the following:
What were your learning goals for this program?
Did you achieve them?
Did you like this program?
Would you recommend it to others who have similar
learning goals?
What suggestions do you have for improving the
program?
Should the organization continue to offer it?
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Criterion 2: Learning
! Checking to see whether they actually
learned anything.
! Testing knowledge and skills before beginning a
training program gives a baseline standard on
trainees that can be measured again after training
to determine improvement.
! However, in addition to testing trainees, test
employees who did not attend the training to
estimate the differential effect of the training.
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Criterion 3: Behavior
! Transfer of Training
! Effective application of principles learned to
what is required on the job.
! Maximizing the Transfer of Training
1. Feature identical elements
2. Focus on general principles
3. Establish a climate for transfer.
4. Give employees transfer strategies
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Evaluating Training and
Development Effectiveness
HR can use performance-based
evaluation measures.

" post-training method: employees on-the-job performance is
assessed after training

" pre-post-training method: employees job performance is
assessed both before and after training, to determine whether
a change has taken place

" pre-post-training w/control group: compares results of instructed
group to non-instructed group
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Criterion 4: Results or Return
on Investment (ROI)
! Utility of Training Programs.
! Calculating the benefits derived from training:
How much did quality improve because of the training
program?
How much has it contributed to profits?
What reduction in turnover and wasted materials did
the company get after training?
How much has productivity increased and by how
much have costs been reduced?
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Criterion 4: Results or Return
on Investment (ROI)
! Return on Investment
! Viewing training in terms of the extent to which it
provides knowledge and skills that create a
competitive advantage and a culture that is ready
for continuous change.
! ROI = Results/Training Costs
! If the ROI ratio is >1, the benefits of the training
exceed the cost of the program
! If the ROI ratio is <1, the costs of the training exceed
the benefits.
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In Focus: Orientation Training
! Orientation
! A formal process of familiarizing new employees with the
organization, their jobs, and their work units.
! Benefits:
1. Lower turnover
2. Increased productivity
3. Improved employee morale
4. Lower recruiting and training costs
5. Facilitation of learning
6. Reduction of the new employees anxiety
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The Purpose of New-Employee
Orientation
Top management is often visible during the new
employee orientation process.
CEOs can
1. welcome employees
2. provide a vision for the company
3. introduce company culture
4. convey that the company cares about employees
5. allay some new employee anxieties

HR has a dual role in orientation.
Coordinating Role: HRM instructs new employees when and where to
report; provides information about benefits choices.
Participant Role: HRM offers its assistance for future employee needs
(career guidance, training, etc.).