HRM 1 Chap 4&5

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CHAPTERS 4 & 5

TRAINING AND DEVELOPMENT OF


EMPLOYEES
&
PERFORMANCE REVIEW AND
APPRAISAL
EMPLOYEE ORIENTATION
The procedure for providing new
employees with some basic background
information about the firm, its culture, and
the job.
The orientation of employees for them to
become familiar with assigned tasks, the
organization's practices, policies, and
procedures.
T W O LEVELS OF
ORIENTATION
ORGANIZATION/OVEVIEW DEPARTMENTAL AND JOB
ORIENTATION ORIENTATION
Overview of the company Department function
Key policies and procedures Duties and responsibilities
Compensation Policies
Benefits Procedures
Safety and accident Rules and regulations
prevention Tour of the department
Employees and union Introduction to
relation department employees
Physical facilities,
TRAINING
IS A LEARNING PROCESS THAT
INVOLVES THE ACQUISITION OF
KNOWLEDGE, SHARPENING OF
SKILLS, CONCEPTS, RULES, OR
CHANGING OF ATTITUDES AND
BEHAVIORS TO ENHANCE THE
PERFORMANCE OF EMPLOYEES.
On the Job Training?

Refers to new or inexperienced employees learning


through observing peers or managers

Apprenticeship?
Work and study method (classroom and OJT)
IN

IMPROVE PRODUCTIVITY HELP EMPLOYEES IN THEIR


AND QUANTITY AND PERSONAL DEVELOPMENT
QUALITY OF OUTPUT AND ADVANCEMENT

HELP ORGANIZATION
MOTIVATE EMPLOYEES TO RESPOND TO DYNAMIC
PERFORM HIS/HER JOB MARKET CONDITIONS AND
WELL. CHANGING CUSTOMER
DEMANDS

CREATE LOYALTY TO THE


COMPANY AND SATISFY HUMAN RESOURCE
COOPERATION BETWEEN PLANNING REQUIREMENTS.
CO-WORKERS .
UTILIZING TRAINING TO DEAL W I T H
COMPETITIVE CHALENGES

GLOBAL CHALLENGE
In the advent of borderless society, cross-cultural training is important
as it helps to prepare employees and their families for possible overseas
assignments

QUALITY CHALLENGE
As a result of the ever increasing emphasis on quality, employers are
now training employees to create high-quality products and services.

HIGH PERFORMANCE WORK SYSTEM CHALLENGE


The rise of new technologies have shifted the necessary skills and work
roles that have lead to the redesign of work structures.
ROLE OF TRAINING
Employees need job-specific
knowledge and basic skills to work
with the equipment created with
the new technology.
Technology is often used as a
means to achieve product
diversification and customization,
thus employees must have the
ability to listen and communicate
with customers.
TRAINING PROCESS
1.TRAINING NEEDS ANALYSIS
/ NEEDS ASSESSMENT
2. DESIGNING THE TRAINING
PROGRAMS / TRAINING
OBJECTIVES
3. VALIDATION
4 . I M P L E M E N TI N G OF THE
TRAINING PROGRAM
5. TRAINING EVALUATION
TRAINING NEEDS ANALYSIS / NEEDS
ASSESSMENT

This refers to the process used to determine


if training is necessary. It identifies specific
job performance deficiencies and increases
productivity
Training is needed when significant
differences exist between actual
performance and prescribed standards.
D

INTERVIEWS OBSERVATION

DOCUMENT
EXAMINATION

SURVEY
QUESTIONNAIRE FOCUS GROUP
NEEDS ASSESSMENT PROCESS

1 2 3

ORGANIZATIONA L PERSON /
ANALYSIS
PERFORMANCE TASK ANALYSIS
ANALYSIS
NEEDS ASSESSMENT PROCESS

1 2 3

The support of peers


New employees Identifies the
or managers should
conditions w/c tasks
exist in the needs training. are perfomed.
organization.
If poor employee
Favoritims and Deadlines and task
performance after overload
Nepotism?
the training?
Performance 1 Appraise employee performance.
Analysis Steps Determine cost of value of correcting
2
behavioral discrepancy.

Determine if the employee could do


3
the expected job.

Performance standards should be


4
clearly communicated.

Eliminate obstacles by determining


5
factors that can hinder performance.
Performance 6
Practice can help to improve

Analysis Steps performance.

If analysis indicates the need to

7 acquire skills, training is a viable

consideration.
In redesigning through job

8 enrichment, job simplification may be

the best solution

Transfer or terminate if performance

9 is still a failure after exhausting all


means to help the employee improve.
2. DESIGNING THE TRAINING
PROGRAMS/TRAINING OBJECTIVES

After determining training needs, objectives


must be established to meet those needs.
Effective training objectives should state
the benefit to the different stakeholders in
the organization.
TRAINING OBJECTIVES
CATEGORIES

1 2 3
ORGANIZATIONA
INSTRUCTIONAL L AND INDIVIDUAL AND
OBJECTIVES DEPARTMENTAL GROWTH
OBJECTIVES OBJECTIVES
IMPORTANCE OF
TRAINING OBJECTIVES
T H E T R A I NI NG OBJECTIVES
ACTUALLY LEAD THE DESIGN
OF TRAINING.

IT TELLS THE TRAINEE W H A T


IS E X P E C T E D O U T O F H I M / H E R
AT THE END OF THE TRAINING
PROGRAM.

I T BECOMES EASY FOR T H E


TRAINING EVALUATOR T O
MEASURE T H E PROGRESS OF
T H E TRAINEES.
TRAINING
DESIGN
The design of the training program can be
undertaken only when a clear training
objective has been produced.
A good training design requires close
scrutiny of the trainees and their profiles.
Age, experience, needs, and expectations
of the trainees are some of the important
factors that affect training design.
3. VALIDATION

Introduce and validate the training before a


representative audience
Basing final revisionson pilot results to
ensure training effectiveness.
When clearly defined objectives are lacking,
it is impossible to evaluate a training
program efficiently.
4. IMPLEMENTING OF THE TRAINING
PROGRAM

Once the staff, course, content, equipment,


and topics are ready, the training is
implemented.
Completing the training design does not
mean that the work is done because
implementation phase requires continual
adjusting, redesigning, and refining
FACTORS TO CONSIDER WHEN IMPLEMENTING A
TRAINING PROGRAM

THE TRAINER PHYSICAL SETUP

ESTABLISHING
REVIEWING THE
RAPPORT W I T H
AGENDA
PARTICIPANTS
5. TRAINING EVALUATION

This will help check whether training has


had the desired effect.
Training evaluation ensures that candidates
are able to implement their learning in their
respective workplaces, or to the regular
work routines.
PURPOSE OF TRAINING
EVALUATION

1 2
FEEDBACK RESEARCH
PROCESS OF TRAINING
EVALUATION

BEFORE THE TRAINING DURING THE TRAINING AFTER THE TRAINING

THIS PHASE IS
DESIGNED TO
THIS IS THE PHASE A T DETERMINE WHETHER
WHICH INSTRUCTION IS TRAINING GIVEN HAD
STARTED. THIS THE DESIRED EFFECT
THE LEARNER'S SKILLS
AND KNOWLEDGE ARE USUALLY CONSISTS OF AT INDIVIDUAL
ASSESSED BEFORE THE SHORT TESTS A T DEPARTMENTS AND
TRAINING. REGULAR INTERVALS. ORGANIZATIONAL
LEVELS
MEASURE OF SUCCESS FOR TRAINING
PROGRAM

01 02 03 04

Reaction Behavior
of the Learning of the
Learner Level Leader Results
TRAINING OPTIONS
OUTSOURCING PRODUCT-RELATED TRAINING
ANALYSIS # 2

INTERNAL TRAINING INDEPENDENT PROFESSIONALS


TRAINING METHODS
COGNITIVE METHODS BEHAVIORAL METHODS
Lecture/Discussion
Approach Games and Simulation
Demonstration/Hands - Case Studies and Role
on M e t h o d Playing
Computer-based On-the-Job T r a i n i ng
T r a i n i n g (CBT) (OJT)
Virtual
Reality/Simulation Room
TECHNIQUES FOR ON-THE-JOB
DEVELOPMENT

1 2 3

JOB
COACHING/MEN INSTRUCTION
JOB ROTATION
TORING TECHNIQUE
(JIT)
PERFORMANCE REVIEW AND
APPRAISAL
PERFORMANCE
Performance may be defined then as the accomplishment of an
employee or manager's assigned duties and outcomes produced on a
specified job function or activity during a specified time period.

PERFORMANCE REVIEW
a systematic description and review of an individual's job
performance.

PERFORMANCE MANAGEMENT
an ongoing communication process, undertaken in partnership
between an employee and his/her immediate supervisor.
W H Y MEASURE PERFORMANCE?

ON THE PART OF THE EMPLOYEES, HE/SHE


MANAGERS CANNOT MANAGE AND DEFINE CANNOT IMPROVE ON W H A T HE/SHE IS
W H A T IS EXPECTED AND GIVES FEEDBACK SUPPOSED TO DO WITHOUT THE
AND RECOGNITION WITHOUT DEFINING NECESSARY DATA BEFORE AND AFTER TO
THE BASIS OR PERFORMANCE MEASURES. SEE IF PERFORMANCE IS ACTUALLY
IMPROVING

PAY FOR PERFORMANCE REQUIRES


METRICS. IF THE ORGANIZATION W I L L BE
CREATING HIGH PERFORMANCE REQUIRES
GIVING PAY BASED ON PERFORMANCE,
A DEFINITION OF CLEAR GOALS SO YOU
THERE IS A NEED TO HAVE SOMME W A Y OF
W I L L KNOW I T W A T M Y OUSEE IT.
KNOWING WHEN THE PAYOUT HAS BEEN
EARNED.
EARLY APPROACHES TO
PERFORMANCE APPRAISAL

1 2
FOCUSING ON THE FOCUSING ON THE
EMPLOYEES’ PAST EMPLOYEES’
PERFORMANCE DEVELOPMENT
COMMON FLAWS IDENTIFIED W I T H
PERFORMANCE REVIEW SYSTEM
DESIGN

1 2
ORGANIZATIONS TYING PERFORMANCE
L I M I T PERFORMANCE REVIEW TO
REVIEW EMPLOYEE SALARY
REVIEW
O

01 02 03 04

It provides an I t helps in the


It provides o p p o r t u n i t y f o r the firm's car eer
information upon super visor and I t f o r m s t h e basis in planning process
which promotion, his/her ident if yi n g the because i t provides
t r ansfer, demotion, subordinates to t r a i n i n g needs o f a good o p p o r t u n i t y
layoff, discharge, r e v i e w and i d e n t i f y employees as w e l l to review the
and salary decisions t h e i r st ren gt hs and as evaluating the person's car eer
can be made. weaknesses. success o f training, plans.
O

05 06 07

I t helps evaluate It provides


the individual's information to
share r e l a t i v e t o the evaluate
team's c o n t r i b u t i o n effectiveness of
It allows easy in achieving the selection and
monitoring and organization's goal. placement
supervision decisions.
PERFORMANCE CRITERIA

RELEVANCE RELIABILITY FREEDOM FROM


CONTAMINATION

RELEVANT
HOULD MEASURE EACH
PERFORMANCE
EMPLOYEE'S
DIMENSIONS ARE
PERFORMANCE
DETERMINED BY THE
WITHOUT BEING
DUTIES AND
RESPONSIBILITIES PRODUCED CONSISTENT CONTAMINATED BY
CONTAINED IN THE JOB AND REPEATABLE FACTORS THAT AN
DESCRIPTION. EVALUATION. EMPLOYEE CANNOT
CONTROL
1 Quantity
MATRIX FOR
2 Quality
EMPLOYEE
3 Timeliness
PERFORMANCE
4 Cost
5 Absenteeism/Tardiness
6 Creativity
7 Adherence t o Policy
Gossiping and other
8
personal habits
Personal
9
Appearance/Grooming
WHO SHOULD
1 Manager/Supervisor Appraisal
EVALUATE
PERFORMANCE? 2 Self-Appraisal

3 Subordinates Appraisal

4 Peer Appraisal

5 Customer/Supplier

6 Team Appraisal

7 Assessment Center

360-Degree or "Full-Circle"
8 Appraisal
PERFORMANCE EVALUATION PROCESS

CORRECTING
INFORMATION FEEDBACK SUBSTANDARD
GOAL SETTING
DESSIMINATION EVALUATION RESULT PERFORMANCE

PERFORMANCE ACTUAL REWARDING


STANDARD SETTING PERFORMANCE EXEMPLARY
MEASUREMENT PERFORMANCE
SOURCES OF DATA IN
APPRAISAL

1 2 3

PRODUCTION PERSONNEL JUDGEMENT OF


DATA DATA OTHERS
PERFORMANCE
APPRAISAL
METHODS
MULTIPLE PERSON EVALUATION METHODS

RANKING METHOD
Ranking the employee from the most efficient to the least capable on
each trait or quality to be used in judging the employees’ performance
or just simply ranking the employee from best to worst.

PAIRED COMPARISON METHOD


Consists of asking an evaluator to consider only two individuals at one
time and to decide who is better

FORCED DISTRIBUTION
is a method of performance appraisal that ranks employees through a
rater that is asked to rate employees in some fixed distribution of
categories such as superior, above average, average, below average,
and poor.
INDIVIDUAL 1 Critical Incident Method
Checklist and Weighted
EVALUATION 2
Checklist M e t h o d
METHOD
3 Graphic Ratings Scales
Behaviorally Anchored Rating
4
Scales (BARS)
Management by Objectives
5
(MBO)

M u l t i - r a t e r Assessment o r the
6 360-degree Performance
Feedback
Seven Tips f o r
Creating a W o r l d - 1 Design t h e F o r m F i r s t

class Appraisal Build y o u r Company’s values i n t o


2
System your form.
Assure ongoing communication
3
d u r i n g development

4 T r a i n all appraises

5 O r i e n t all appraises

6 Use t h e Result

7 M o n i t o r and revise t h e p r o g r a m
Performance 1 Halo E f f e c t
Appraisals
2 Recency E f f e c t
problems and
3 Previous Performance Bias
solutions
Leniency/Harshness/Strictness
4
Error

5 Central Tendency

6 Carelessness

7 Bias
UTILIZING TRAINING TO DEAL W I T H
COMPETITIVE CHALENGES

THE PROBLEM
Individual differences among ratees in terms of characteristics like age, race,
sex, and religious and political affiliations.

THE SOLUTION
When rating employees, the manager must consider the same relevant
behaviors for all employees supervised. Individual differences and other
nonperformance factors should not affect performance appraisal ratings.

FEEDBACK OR APPRAISAL INTERVIEW


This is an interview in which the supervisor and subordinates review the
appraisal and make plans to remedy deficiencies and reinforce strengths.
ANNUAL DISCUSSION OF PERFORMANCE
CONTENTS:

DISCUSSION OF DISCUSSION OF SOURCES


REVIEW OF OVERALL
PROBLEMS T H A T WERE OF INEFFECTIVE
PROGRESS
ENCOUNTERED PERFORMANCE

SPECIFIC ACTION PLANS


DISCUSSIONS ON HOW
AGREEMENT ABOUT HOW FOR THE COMING YEAR
CURRENT PERFORMANCE
PERFORMANCE CAN BE AND HOW TO REACH
FITS W I T H LONG-RANGE
IMPROVED SHORT AND LONG - TERM
CAREER GOALS;
OBJECTIVES.
THANK YOU FOR
LISTENING!
Don't hesitate to ask any questions!

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