HumanResourceManagementSixteenthEditionChapter8TrainingandDevelopingEmployeesCopyright?2020,2017,2015PearsonEducation,Inc.AllRightsReservedLearningObjectives(1of2)8.1

Summarizethepurposeandprocessofemployeeorientation.8.2

Giveanexampleofhowtodesignonboardingtoimproveemployeeengagement.8.3

Listandbrieflyexplaineachofthestepsinthetrainingprocess.LearningObjectives(2of2)8.4

Explainhowtousefivetrainingtechniques.8.5

Listandbrieflydiscussfourmanagementdevelopmentmethods.8.6

Listandbrieflydiscusstheimportanceofthestepsinleadingorganizationalchange.8.7

Explainwhyacontrolledstudymaybesuperiorforevaluatingthetrainingprogram’seffects.LearningObjective8.1:SummarizethePurposeandProcessofEmployeeOrientationOrientingandOnboardingNewEmployeesEmployeeorientationoronboardingaprocedureforprovidingnewemployeeswithbasicbackgroundinformationaboutthefirmEverymanagershouldknowhowtoorientandtrainemployeesThePurposesofEmployeeOrientation/OnboardingWelcomeBasicinformationUnderstandingtheorganizationSocializationTheOrientationProcessBeginsbeforethefirstdayEmployeehandbookOrientationtechnologyLearningObjective8.2:GiveanExampleofHowtoDesignOnboardingtoImproveEmployeeEngagementEmployeeEngagementGuideforManagers:OnboardingatToyotaDay1:WelcomeDay2:MutualRespectDay3:TeamWorkDay4:SuggestionsystemLearningObjective8.3:ListandBrieflyExplainEachoftheStepsintheTrainingProcessOverviewoftheTrainingProcessTrainingmeansgivingneworcurrentemployeestheskillsthattheyneedtoperformtheirjobsFostersengagementKnowYourEmploymentLawTrainingandtheLawNegligenttrainingLet’stakealook…AligningStrategyandTrainingIdentifytheemployeebehaviorsthefirmwillneedtoexecuteitsstrategyDeducewhatcompetenciesemployeeswillneedPutinplacetraininggoalsandprogramstoinstillthesecompetencies.ImprovingPerformance:TheStrategicContextSupportingA

T&T’sStrategyforaDigitalFutureLet’stalkaboutit…TheA

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EFive-StepTrainingProcessAnalyzeDesignDevelopImplementEvaluateConductingtheTrainingNeedsAnalysisStrategictrainingneedsanalysisCurrentemployees’needsanalysisTaskAnalysisPerformanceAnalysisIstheProblemCan’tDoorWon’tDo?Uncoveringwhyperformanceisdownistheheartofperformanceanalysis.Distinguishbetweencan’t-doandwon’t-doproblemsCompetencyProfilesandModelsinTrainingandDevelopmentCompetencymodelPreciseoverviewofcompetenciesneededtodothejobwellListofcompetenciestobelearnedCriteriatoassessmasteryExamplesofthecompetenciesCompleteprojectsforevaluationDesigningtheTrainingProgram(1of2)DesignmeansplanningtheoveralltrainingprogramSettinglearningobjectivesCreatingamotivationallearningenvironmentDesigningtheTrainingProgram(2of2)MakethelearningmeaningfulMakeskillstransferobviousandeasyReinforcethelearningEnsuretransferoflearningonthejobDevelopingtheProgramAssembletrainingcontentandmaterialsTrainingMethodsiPadsWorkbooksLecturesPowerPointslidesWeb-andcomputer-basedactivitiescourseactivitiesTrainerresourcesandmanualsSupportmaterialsTrendsShapingH

R:DigitalandSocialMediaTheCloudLet’stakealook…LearningObjective8.4:ExplainHowtoUseFiveTrainingTechniquesImplementingtheTrainingProgramTypesofon-the-jobtrainingCoachingorUnderstudyJobrotationSpecialassignmentsPeertrainingStepsintheO

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JTraining(1of2)Step1:PreparethelearnerPutthelearneratease.Explainwhyheorsheisbeingtaught.Createinterestandfindoutwhatthelearneralreadyknowsaboutthejob.Explainthewholejobandrelateittosomejobtheworkeralreadyknows.Placethelearnerasclosetothenormalworkingpositionaspossible.Familiarizetheworkerwithequipment,materials,tools,andtradeterms.Step2:PresenttheoperationExplainquantityandqualityrequirements.Gothroughthejobatthenormalworkpace.Gothroughthejobataslowpaceseveraltimes,explainingeachstep.Betweenoperations,explainthedifficultparts,orthoseinwhicherrorsarelikelytobemade.Again,gothroughthejobataslowpaceseveraltimes;explainthekeypoints.Havethelearnerexplainthestepsasyougothroughthejobataslowpace.StepsintheO

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JTraining(2of2)Step3:DoatryoutHavethelearnergothroughthejobseveraltimes,slowly,explainingeachsteptoyou.Correctmistakesand,ifnecessary,dosomeofthecomplicatedstepsthefirstfewtimes.Runthejobatthenormalpace.Havethelearnerdothejob,graduallybuildingupskillandspeed.Oncethelearnercandothejob,lettheworkbegin,butdon'tabandonhimorher.Step4:Follow-upDesignatetowhomthelearnershouldgoforhelp.Graduallydecreasesupervision,checkingworkfromtimetotime.Correctfaultyworkpatternsbeforetheybecomeahabit.Showwhythemethodyousuggestissuperior.Complimentgoodwork.ApprenticeshipTrainingApprenticeshipTraining–astructuredprocessbywhichpeoplebecomeskilledworkersthroughacombinationofclassroominstructionandon-the-jobtraining.TrainingPrograms(1of2)Informallearning70/20/10Jobinstructiontraining(J

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T)LecturesTrainingPrograms(2of2)ProgrammedlearningBehaviormodelingModelingRole-playingSocialreinforcementTransferoftrainingOtherTypesofTraining(1of2)Audiovisual-basedVestibuleTrainingElectronicPerformanceSupportSystem(E

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S)VideoconferencingComputer-BasedTraining(C

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T)SimulatedLearningandGamingOtherTypesofTraining(2of2)Online/Internet-BasedtrainingLearningportalsThevirtualclassroomMobileandmicrolearningLifelongandLiteracyTechniquesLifelonglearningprovidingemployeeswithcontinuinglearningexperiencesovertheirtenurewiththefirmLiteracytrainingDiversitytrainingTeamTrainingInterpersonalTeammanagementImprovingPerformance:H

RToolsforLineManagersandSmallBusinessesCreatingYourOwnTrainingProgramLet’stalkaboutit…LearningObjective8.5:ListandBrieflyDiscussFourManagementDevelopmentMethodsImplementingManagementDevelopmentProgramsManagementdevelopmentanyattempttoimprovemanagerialperformancebyimpartingknowledge,changingattitudes,orincreasingskillsStrategy’sroleinmanagementdevelopmentSupportsuccessionplanningprocessCandidateAssessmentandthe9-BoxGridThe9-boxgridshowspotential

fromlowtomediumtohighontheverticalaxisShowsperformance

fromlowtomediumtohighacrossthebottomCansimplifythetaskofchoosingdevelopmentcandidatesManagerialOn-The-JobTrainingandRotationCoaching/UnderstudyapproachtraineeworksdirectlywithaseniormanagerorwiththepersonheorsheistoreplaceActionlearninggivemanagersreleasedtimetoworkanalyzingandsolvingproblemsindepartmentsotherthantheirownStretchassignmentsPushbeyondcomfortzoneImprovingPerformance:H

RPracticesAroundtheGlobeGlobalJobRotationLet’stalkaboutit…Off-The-JobManagementTrainingandDevelopmentTechniques(1of2)CasestudymethodComputerizedmanagementgamesOutsideseminarsUniversity-RelatedprogramsRole-playingOff-The-JobManagementTrainingandDevelopmentTechniques(2of2)CorporateUniversitiesExecutiveCoachesS

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MLearningSystemTrendsShapingH

R:CustomizedTalentManagementDifferentialDevelopmentAssignmentAllocatingDevelopmentLet’stakealook…LearningObjective8.6:ListandBrieflyDiscusstheImportanceoftheStepsinLeadingOrganizationalChangeManagingOrganizationalChangeProgramsCompaniesoftenfinditnecessarytochangehowtheydothings.Makingchangesisnevereasy.Lewin’sChangeProcessUnfreezingMovingRefreezingUsingOrganizationalDevelopmentOrganizationalDevelopmentaspecialapproachtoorganizationalchangeinwhichemployeesthemselvesformulateandimplementthechangethat’srequired.LearningObjective