Training and Developing

8 Employees

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Where Are We Now… Chapter 8 Training and Developing Employees

Once employees are on board, the employer must train them. The purpose of this
chapter is to increase your effectiveness in training employees. The main topics we’ll
cover include orienting employees, designing onboarding to improve employee
engagement, the training process, analyzing training needs, implementing training
and development programs, and evaluating the training effort.

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 Learning Objectives

8-1. Summarize the purpose and process of

employee orientation.
8-2. Give an example of how to design
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onboarding to improve employee
engagement.

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After studying this chapter, you will be able to:

8-1. Summarize the purpose and process of employee orientation.

8-2. Give an example of how to design onboarding to improve employee
engagement.
8-3. List and briefly explain each of the steps in the training process.

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 I.
Summarize the purpose
and process 4-of employee
orientation.

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Employee orientation (or “onboarding”) provides new employees with the basic
background information they need to function (such as computer passwords and
company rules). Ideally, though, it should also help new employees start getting
emotionally attached to and engaged in the firm.

So let’s take a closer look at this…

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 The Purpose of Employee
Orientation/Onboarding
• Welcome
• Basic information
• Understanding the 4-

organization
• Socialization

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Again, defining employee orientation (or onboarding) as a procedure for providing

new employees with basic background information about the firm.

The purpose the manager wants to accomplish are these four things when
orienting/onboarding new employees:

1. Make the new employee feel welcome, at home, and part of the team.
2. Make sure the new employee has the basic information to function effectively,
such as e-mail access, personnel policies and benefits, and expectations in terms
of work behavior.
3. Help the new employee understand the organization in a broad sense.
4. Start the process of a person becoming socialized into the firm’s culture, values,
and ways of doing things.

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 The Orientation Process

• Employee
handbook
• Orientation
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technology

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The length of the orientation program depends on what you cover. Most take several
hours. The human resource specialist (or, in smaller firms, the office manager)
performs the first part of the orientation by explaining basic matters like working
hours and benefits. Then the supervisor continues the orientation by explaining the
department’s organization, introducing the person to his or her new colleagues,
familiarizing him or her with the workplace, and reducing first-day jitters.

During orientation, the Employee handbook and/or Orientation technology may be

used.

THE EMPLOYEE HANDBOOK – Courts may find that the employee handbook’s
contents are legally binding commitments. The handbook should include proper
disclaimers such as “nothing in this handbook should be taken as creating a binding
contract between employer and employees, and all employment is on an at will
basis.”

Orientation TECHNOLOGY – Employers use technology to support orientation also.

Some employers place scannable QR codes along the orientation tour’s stops, to
provide information about each department and its role. Other companies “gamify”
onboarding, for instance, by offering rewards and recognition for new hires’
contributions.

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 II.
Give an example of
how to design
onboarding4- to improve
employee
engagement.

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Next, we will discuss an example of how designing onboarding to improve Employee

Engagement.

Toyota is an example. Let’s take a look…

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 III.
Explain how to use five
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training techniques.

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Lets now discuss how to use five training techniques. With objectives set and
the program designed and developed, you can turn to implementing the training
program. This means actually doing the training, using one or more of the following
training methods.

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 Implementing Training
Programs

1.on-the-job training
o Coaching or 4-
Understudy
o Job rotation
o Special assignments

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HR in Practice At the Hotel Paris:

As Lisa and the CFO reviewed measures of the Hotel Paris’s current training efforts, it
was clear that some changes were in order. Most other service companies provided
at least 40 hours of training per employee per year, while the Hotel Paris offered, on
average, no more than five or six. Refer to the case study for more insight regarding
this.

Nevertheless, when speaking of on-the-job-training (OJT) means having a person

learn a job by actually doing it.

Types of on-the-job training:

The most familiar on-the-job training is the coaching or understudy method. Here,
an experienced worker or the trainee’s supervisor trains the employee. This may
involve simply observing the supervisor, or (preferably) having the supervisor or job
expert show the new employee the ropes, step-by-step. Every manager is
accountable for developing his or her subordinates.

Job rotation, in which an employee (usually a management trainee) moves from job
to job at planned intervals, is another OJT technique.

Special assignments similarly give lower-level executives firsthand experience in

working on actual problems.

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 2. Apprenticeship Training

• Apprenticeship Training – a structured

process by which people become skilled
workers through a combination of
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classroom instruction and on-the-job
training.

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Apprenticeship training is a process by which people become skilled workers, usually

through a combination of formal learning and long-term on-the-job training, often
under the tutelage of a master craftsperson.

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 3. Informal Learning

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Surveys estimate that as much as 80% of what employees learn on the job they learn
through informal means, including performing their jobs while interacting every day
with their colleagues. Employers can facilitate informal learning.

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 3. Lectures

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Lecturing is a quick and simple way to present knowledge to large groups of trainees,
as when the sales force needs to learn a new product’s features.

Some guidelines for presenting a lecture include the following:

● Don’t start out on the wrong foot, for instance, with an irrelevant joke.
● Speak only about what you know well.
● Give your listeners signals. For instance, if you have a list of items, start by saying
something like, "There are four reasons why the sales reports are necessary…. The
first….”
● Use anecdotes and stories to show rather than tell.
● Be alert to your audience. Watch body language for negative signals like fidgeting or
boredom.
● Maintain eye contact with the audience.
● Make sure everyone can hear. Repeat questions that you get from trainees.
● Leave hands hanging naturally at your sides.
● Talk from notes or PowerPoint slides, rather than from a script.
● Break a long talk into a series of short talks. Don’t give a short overview and then
spend a 1-hour presentation going point by point through the material. Break the
long talk into a series of 10-minute talks, each with its own introduction. Write brief
PowerPoint slides, and spend about a minute on each. Each introduction highlights
what you’ll discuss, why it’s important to the audience members, and why they
should listen to you.

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● Practice. If possible, rehearse under conditions similar to those under which you
will actually give your presentation.

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 4. Behavior Modeling

1. Modeling
2. Role-Playing 4-

3. Social Reinforcement
4. Transfer of Training

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It involves (1) showing trainees the right (or “model”) way of doing something, (2)
letting trainees practice that way, and then (3) giving feedback on the trainees’
performance.

Behavior modeling is one of the most widely used, well researched, and highly
regarded psychologically based training interventions.

The basic procedure is as follows:

1. Modeling. First, trainees watch live or video examples showing models behaving
effectively in a problem situation. Thus, the video might show a supervisor effectively
disciplining a subordinate, if teaching “how to discipline” is the aim of the training
program.
2. Role-playing. Next, the trainees get roles to play in a simulated situation; here they
are to practice the effective behaviors demonstrated by the models.
3. Social reinforcement. The trainer provides reinforcement in the form of praise and
constructive feedback.
4. Transfer of training. Finally, trainees are encouraged to apply their new skills when
they are back on their jobs.

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 5. Team Training

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Teamwork does not always come naturally. Companies devote many hours to training
new employees to listen to each other and to cooperate. Team training focuses on
technical, interpersonal, and team management issues.

In terms of technical training, for instance, management encouraged team employees

to learn each other’s jobs, to encourage flexible team jobs. Interpersonal problems
often undermine teamwork. Team training here therefore included interpersonal skills
training such as in listening, handling conflict, and negotiating.

Effective teams also require team management skills, for instance, in problem-
solving, meetings management, consensus decision making, and team leadership,
and the teams received such training as well. Many employers use team training to
build stronger management teams.

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 Other Types of Learning

• Internet-Based training
• Learning Portals / Learning Management
Systems (LMS)
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• Virtual classrooms

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Internet-Based Training – Trainers increasingly employ Internet-based learning to

deliver programs. There are two basic ways to offer online courses to employees.
First, the employer can arrange for its employees to take relevant online courses from
either its own online offerings or from online training vendors on the Web. The
second approach is to arrange with an online training vendor to make its courses
available via the employer’s intranet-based learning portal.

Learning Portals / Learning Management Systems (LMS)

A learning portal is a section of an employer’s website that offers employees online

access to training courses. Many employers arrange to have an online training vendor
make its courses available via the employer’s portal. Most often, the employer
contracts with application service providers (ASPs). When employees go to their
firm’s learning portal, they actually access the menu of training courses that the ASP
offers for the employer.

Learning management systems (LMS) are special software tools that support
Internet training by helping employers identify training needs and schedule, deliver,
assess, and manage the online training itself. (Blackboard and WebCT are two familiar
college-oriented learning management systems.) An LMS also can help in scheduling,
delivering, assessing, and managing the online training itself.

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Virtual Classroom – A virtual classroom uses collaboration software to enable
multiple remote learners, using their PCs, tablets, or laptops, to participate in live
audio and visual discussions, communicate via written text, and learn via content
such as PowerPoint slides.

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 Chapter 8 Review

What you should now know….

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In review of Chapter 8, you should now be able to:

8-1. Summarize the purpose and process of employee orientation.

8-2. Give an example of how to design onboarding to improve employee
engagement.
8-3. List and briefly explain each of the steps in the training process.
8-4. Explain how to use five training techniques.
8-5. List and briefly discuss four management development methods.
8-6. List and briefly discuss the importance of the steps in leading
organizational change.
8-7. Explain why a controlled study may be superior for evaluating the training
program’s effects.

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.

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