Training and Developing Employees

1. Training and Developing Employees Ch 5

2. When you finish studying this chapter, you should be able to: • Describe the basic training process. • Discuss at least two techniques used for assessing training needs. • Explain the pros and cons of at least five training techniques. • Explain what management development is and why it is important. • Describe the main development techniques.

3. Orienting Employees • Employee orientation provides new employees with the basic background information they need to perform their jobs satisfactorily Socialization - process of instilling in employees the prevailing standards that are expected by the organization

4. Socialization and Orientation • Organizational socialization is the process used to transform new employees into effective company members. • The three phases of socialization are: Encounter Anticipatory Socialization Settling In

5. Three Phases of Socialization • Through anticipatory socialization, expectations are developed about: • the company • Job, the assignment, task, target • working conditions • interpersonal relationships • The encounter phaseoccurs when the employee begins a new job.

6. Three Phases of Socialization • In the settle-in phase, employees start to feel comfortable with job demands and social relationships. • Orientation programs play an important role in socializing employees. It involves familiarizing new employees with: • company rules, hand out, CG, ethics • new product • New policies, • Manual, operation procedures

7. Orienting Employees Covers • employee benefits • personnel policies • the employee’s daily routine • company organization and operations • safety measures and regulations

8. Orienting Employees The new employee should: • feel welcome • understand the organization in a broad sense • be clear about what the firm expects in terms of work and behavior • begin the process of socialization

9. Three Phases of Cross-Cultural Preparation Phase One: Predeparture Phase Phase Two: On-Site Phase Phase Three: RepatriationPhase

10. การจัดกระบวนการอบรม(Training Process) Methods used to give new or present employees the skills and ability they need to perform their jobs • Team-attitude • Decision-making • Communication skills • Computer skills

11. Designing Effective Training Activities • 1. Needs Assessment • Organizational Analysis • Person Analysis • Task Analysis • 2. Ensuring Employees’ readiness for Tr • Attitudes and Motivation • Basic Skills • 3. Creating a Learning Environment • Identification of learning objectives • Meaningful material • Practice • Feedback • Observation of others • Administering and coordinating program • 4. Ensuring Transfer of Training • Self-management strategies • Peer and manager support • 5. Selecting Training Methods • Presentational Methods • Hands-on Methods • Group Methods • 6. Evaluating Training Programs • Identification of training outcomes and evaluation design. • Cost-benefit analysis

12. Needs Assessment Organizational Analysis Person Analysis Task Analysis

13. Training Needs Analysis • Task analysis - detailed study of the job to determine what specific skillsare required • Performance analysis - verifying that there is a significant performance deficiency and determining whether that deficiency should be rectified through training

14. Performance reviews Job-related performance data Attitude surveys Employee daily diaries Assessment centers Observation by supervisors Interviews with the employee Tests Role plays and case studies Identifying Training Needs

15. Performance Management • Process employers use to make sure employees are working toward organizational goals • Distinguishing between “can’t do” and “won’t do” problems is the heart of performance analysis • Performance Plan – Monitoring – Evaluation • What to do - how many jobs - year end • - Target - how many outcomes/month • KPI each task - key measures/achievement

16. Training Objectives • Description of a performance you want learners to be able to exhibit before you measure/consider their competent Training Techniques • On-the-Job Training • Informal Learning • Apprenticeship Training • Simulated Training • Audiovisual and Distance Learning Techniques • Teletraining • Computer-Based Training

17. On-the-Job Training • Coaching or understudy method • Job rotation - an employee moves from job to job at planned intervals • Informal Learning 80% of learning by employees is by performing their jobs on a daily basis in collaboration with their colleagues

18. Apprenticeship Training • Individuals become skilled workers through a combination of classroom instruction and on-the-job training • Simulated Training : Learn on the actual or simulated equipment they will use on the job but receive their training off the job

19. Audiovisual and Distance Learning Techniques • Tele-training - trainer in a central location can train groups of employees at remote locations via television hookups • Videoconference Distance Learning - a means of joining two or more distant groups using a combination of audio and visual equipment

20. Computer-Based Training • Trainee uses a computer based system to interactively increase his knowledge or skills • Intelligent tutoring systems • Interactive multi-media training Learning Portals • Firm’s employees are able to access all the corporate applications they need to use • Get the tools they need to analyze data inside and outside the company • See the customized content they need, like industry news and competitive data

21. Training for Special Purposes • Literacy Training Techniques   • Values Training   • Diversity Training   • Training for Teamwork and Empowerment   www.digitalthink.com

22. Managerial Development and Training • Attempt to improve managerial performance by training new knowledge, changing attitudes, or increasing skills • Assess the company’s needs • Appraise the managers’ performance • Develop the managers themselves • Computerized management games • University-Related Programs • Outside Seminars • In-House Development Centers

23. Managerial On-the-Job Training Action Learning • Letting managers work full time on real projects, analyzing and solving problems, usually in departments other than their own Techniques include job rotation, the coaching/understudy approach, and action learning Job rotation moving management trainees from department to department to broaden their understanding of all parts of the business

24. Behavior Modeling • Modeling • Role playing • Social reinforcement • Transfer of training Executive Coach • Outside consultant who questions the executive’s boss, peers, and subordinates to identify strengths and weaknesses • Counsels the executive

25. Organizational Development • Aims to change the attitudes, values, and beliefs of employees so that the employees can identify and implement changes • Action Research : Gathering data about the organization and its operations and attitudes, with an eye toward solving a particular problem • Feeding back these data to the employees, and then having them team-plan solutions to the problems

26. Learning Organization An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights Kurt Lewin - Model of Change • Unfreezing - reducing the forces that are striving to maintain the status quo • Moving - developing new behaviors, values, and attitudes • Refreezing - building in the reinforcement to make sure the organization doesn’t slide back into its former ways of doing things

27. Evaluating the Training and Development Effort • Controlled experimentation is the best method to use in evaluating a training program (Design of the evaluation) • Training Effects to Measure • Reaction • Learning • Behavior • Results

28. Outcomes Used in Evaluating Training Programs • WHAT IS MEASURED • Acquisition of • Knowledge • Behavior • Skills • Motivation • Reaction to Program • Attitudes • Company Payoff • Economic value of • Training • HOW MEASURED • Pencil and paper tests • Work sample • Observation • Work sample • Ratings • Interviews • Focus groups • Attitude surveys • Observation • Data from IS • or performance records • Identify and compare • costs and benefits of the • program OUTCOME Cognitive Outcomes Skill-based Outcomes Affective Outcomes Results Return on Investment

29. Extroversion Openness to Experience Conscientiousness Agreeableness Neuroticism Big Five Personality Dimensions Careful, dependable Courteous, caring Anxious, hostile Sensitive, flexible Outgoing, talkative

30. Extroversion Introversion vs. Sensing Intuition vs. Thinking Feeling vs. Judging Perceiving vs. Myers-Briggs Type Indicator