Human Resource

Management

Abraraw Chane
Chapter
[email protected]

Training and Development

o The Nature of T&D
o Training Methods
January 2016 o Training & Development Process
Addis Ababa, Ethiopia o Management Development
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 What is the difference
between training,
education, and
development?

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 Differences between Training, Education
and Development
• Training
– a short term, task oriented and targeted on achieving a change of
attitude, skills and knowledge in a specific area. It is usually job
related.
• Education
– a lifetime investment. It tends to be initiated by a person in the
area of his/her interest
• Development
– a long term investment in human resources.

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 The Nature of Training and Development
Employee Training

is a planned attempt by an organization to
facilitate employee learning of job-related
knowledge, skills, and behaviors.
What is
is intended to help the organization
Employee function more efficiently.
Training?
is aimed at improving employee
productivity.

is used to accommodate changes in the
workplace

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4
 The Nature …
Employee Development
What is
refers to teaching managers and
Employee professionals the skills needed for
Development? both present and future jobs.

helps managers better understand
and solve problems, make
decisions, motivate employees,
and capitalize on opportunities.

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5
 The Nature …
Employee Orientation
What is
A procedure for providing new
Employee employees with basic background
Orientation? information about the firm.
Orientation content

Information on employee benefits

HR policies

The daily routine

Company organization and
operations

Safety measures and regulations
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 The Nature …
A successful orientation should accomplish four things
for new employees:

Make them feel welcome and at ease.

Help them understand the org. in a broad sense.

Make clear to them what is expected in terms of work
and behavior.

Help them begin the process of becoming socialized into
the firm’s ways of acting and doing things.

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 Goals of Orientation
Reduce anxiety and Help new employees get
uncertainty for new acquainted and integrated
employees into their work group

Orientation
Program

Provide favorable initial

job experiences for new
employees

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 Basic Issues in Orientation
Issues to consider when planning an orientation

The content of the orientation program:

• basic understandings of organizational policies and procedures
• hours of work, compensation, and vacation schedules
• general overview and introduction to the business
• work rules, disciplinary and grievance procedures

The length of the orientation period:

• the more material included, the longer the orientation period
• whether to use a single orientation period or an initial period
with a follow-up session at a later date

The choice of who will conduct the orientation:

• HR managers, operating mangers, and operating employees
• union officials and retired employees
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 Reflection Question

Explain Why employee

training is important?

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 Importance of Training
• Maintains quality products / services
• Achieves high service standards
• Provides information for new comers
• Refreshes memory of old employees
• Achieves learning about new things; technology,
products / service delivery
• Reduces mistakes - minimizing costs
• Opportunity for staff to feedback /suggest
improvements
• Improves communication & relationships - better
teamwork

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 Developing a Training Program
Outline
Objectives
of
Training
Intended
Audience
Proposed
Content of
Training
Time
Estimates
for Training
In
In--House or
Outsource
Training
Cost
Estimates

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 The Training and Development
Process
1. Needs analysis

Identify job performance skills needed, assess prospective trainees
skills, and develop objectives.
2. Instructional design

Produce the training program content, including workbooks, exercises,
and activities.
3. Validation

Presenting (trying out) the training to a small representative audience.
4. Implement the program

Actually training the targeted employee group.
5. Evaluation

Assesses the program’s successes or failures.

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 Analyzing Training Needs
1. Task analysis

A detailed study of a job to identify the specific
skills required, especially for new employees.
2. Performance analysis

Verifying that there is a performance deficiency
and determining whether that deficiency should
be corrected through training or through some
other means (such as transferring the employee).

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 Reflection Question
Imagine you are the manager of a factory with
500 workers making ice cream for export to
Europe. What information and evidence do you
need before you can say the employees need
training? Try to list 5 ideas.

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 Possible Response
• Accidents report • Staff discipline report
• Sick leave report • Staff enquiries & complaints
• Employee compensation • Guests complaints
statistics
• Refusal of orders made
• Product quality control
report • Quality of product report
• Wastage report • Market needs & trends
• Efficiency report • Demographic data &
• Machinery out-of-order background of employees
report

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 Training Methods
On-the-job training (OJT)
• Having a person learn a job by actually
doing the job.
• OJT methods • Advantages
– Coaching or – Inexpensive
understudy – Immediate feedback
– Job rotation
– Special assignments

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 Training Methods …
Apprentices A structured process by which people
hip training become skilled workers through a
combination of classroom instruction and
on-the-job training.
Informal The majority of what employees learn on
learning the job they learn through informal
means of performing their jobs on a daily
basis.
Job Listing each job’s basic tasks, along with
instruction key points, in order to provide step-by-
training (JIT) step training for employees.
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 Training Methods …
• Programmed instruction (PI)
– A systematic method for teaching job skills involving:
• Presenting questions or facts
• Allowing the person to respond
• Giving the learner immediate feedback on the accuracy of
his or her answers
• Advantages
– Reduced training time
– Self-paced learning
– Immediate feedback
– Reduced risk of error for learner

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 Training Methods …
• Simulated training (occasionally called
vestibule training)
– Training employees on special off-the-job
equipment so training costs and hazards can be
reduced.

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 Evaluating Training and Development
Trainee evaluations of
Pre-test and post-test of
training/development
trainee performance
program

Sources of
evaluation
information

Measurements of change
in organizational
performance

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 What Is Management Development?
Management development

Any attempt to improve current or future
management performance by imparting knowledge,
changing attitudes, or increasing skills.
Succession planning

A process through which senior-level openings are
planned for and eventually filled.
• Anticipate management needs
• Review firm’s management skills inventory
• Create replacement charts
• Begin management development

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 Managerial on-the-Job Training
1. Job rotation

Moving a trainee from department to department to
broaden his or her experience and identify strong and
weak points.
2. Coaching/Understudy approach

The trainee works directly with a senior manager or
with the person he or she is to replace; the latter is
responsible for the trainee’s coaching.
3. Action learning

Management trainees are allowed to work full-time
analyzing and solving problems in other departments.

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 Off-the-Job Management Training
and Development Techniques
1. Case study method

Managers are presented with a description of an
organizational problem to diagnose and solve.
2. Management game

Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
3. Outside seminars

Many companies and universities offer Web-based
and traditional management development
seminars and conferences.
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 Off-the-Job …
4. Role playing

Creating a realistic situation in which trainees
assume the roles of persons in that situation.
5. Behavior modeling

Modeling: showing trainees the right (or “model”)
way of doing something.

Role playing: having trainees practice that way

Social reinforcement: giving feedback on the
trainees’ performance.

Transfer of learning: Encouraging trainees apply
their skills on the job.
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 Off-the-Job …
6. Corporate universities

Provides a means for conveniently coordinating
all the company’s training efforts and
delivering Web-based modules that cover
topics from strategic management to
mentoring.
7. In-house development centers

A company-based method for exposing
prospective managers to realistic exercises to
develop improved management skills.
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 Off-the-Job …
8. Executive coaches

An outside consultant who questions the
executive’s boss, peers, subordinates, and
(sometimes) family in order to identify the
executive’s strengths and weaknesses.

Counsels the executive so he or she can
capitalize on those strengths and overcome the
weaknesses.

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Any Question