Human Resource Management

Training and Developing

Employees
 Learning Objectives

1 Summarize the purpose and process of employee orientation.

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

• Employee orientation
– or onboarding
– a procedure for providing new employees with basic
background information about the firm
• Every manager should know how to orient and train
employees
• The length of the onboarding program depends on what you
cover. Some take several hours.
• L’Oréal’s onboarding program extends about 2 years. It
includes roundtable discussions, meetings with key insiders,
on-the-job learning, indi vidual mentoring, and experiences
such as site visits.
The Purposes of Employee Orientation/Onboarding

• Welcome
• Basic information
• Understanding the organization
• Socialization
The Orientation Process
• Begins before the first day: welcome note, orientation
schedule, and list of documents
• Supervisor
• Employee handbook
• Orientation technology: University of Cincinnati, new
employees spend about 45 minutes online learning about
their new employer’s mission, organization, and policies and
procedures. ION Geophysical uses an online onboarding portal
solution called RedCarpet
Give an Example of How to Design
Onboarding to Improve Employee
Engagement
Employee Engagement Guide for
Managers: Onboarding at Toyota
Day 1: Welcome: an hour and a half to discuss ing Toyota history
and culture, and about 2 hours to employee benefits
Day 2: Mutual Respect: safety, environmental affairs, and the
Toyota production system.
Day 3: Team Work: 2 ½ to 3 hours devoted to communication
training, Rest of the day on Toyota’s problem-solving methods,
quality assurance, hazard communications, and safety.
Day 4: Suggestion system : teamwork training and the Toyota
suggestion system. This session also covers what work teams are
responsible for and how to work together as a team
List and Briefly Explain Each of the
Steps in the Training Process.
Overview of the Training Process

• Training means giving new or current employees the skills that

they need to perform their jobs
• Fosters engagement: Coca-Cola UK uses employee
development plans, training, and leadership develop ment to
attract and retain the best employees and inspire their
engagement
Know Your Employment Law

Training and the Law

Let’s take a look…

• Discrimination
• liability for negligent training
Aligning Strategy and Training
• Identify the employee behaviors the firm will need to execute
its strategy
– with the health-care landscape changing, the Walgreens
chain had to reformulate its strategy. It broadened its
offerings, and today is the second-largest dispenser of flu
shots in the United States
• Deduce what competencies employees will need
• Put in place training goals and programs to impart those
competencies.
• Competency model
The ADDIE Five-Step Training Process
• Analyze→ The Training Need
• Design→ the overall training program
• Develop→ the course (actually assembling/creating the
training materials).
• Implement → training, by actually training the targeted
employee group using methods such as on-the-job or online
training.
• Evaluate→ the course’s effectiveness.
 Conducting the Training Needs Analysis
• Strategic training needs analysis
• Current employees’ needs analysis
– Task analysis: detailed study of the job to determine what
specific skills for a job required (Understanding Job
Analysis
– Performance analysis: understanding performance
deficiencies
▪ I expect each salesperson to make 10 new contracts per week, but
John averages only six.
▪ Other plants our size average no more than two serious accidents
per month; we’re averaging five

The competency model consolidates, usually in one diagram, a precise overview of

the competencies some one would need to do the job well.
Is the Problem Can’t Do or Won’t Do?
• Uncovering why performance is down is the heart of
performance analysis.
• Distinguish between can’t-do and won’t-do problems
– The aim here is to distinguish between can’t-do and won’t-do problems. First,
determine whether it is a can’t-do problem and, if so, its specific causes. The
employees don’t know what to do or what your standards are; there are
obstacles such as lack of tools or supplies; there are no job aids (such as color
coded wires that show assemblers which wire goes where); you’ve hired
people who haven’t the required skills; or training is inadequate. Or, it might
be a won’t-do problem. Here employees could do a good job if they wanted to

Perhaps the biggest trap that trainers fall into is [devel oping] training
for problems that training just won’t fix. Can be solve just providing
better incentives
Designing the Training Program
• Design means planning the overall training program
• Setting learning objectives: if the sales team’s sales are 40%
too low, the objectives should focus on ensuring that the team
members get the product knowledge they need to boost sales.
• Identify constraints: One constraint is financial. The employer
will generally want to see and approve a training budget for
the program.
• Creating a motivational learning environment
Designing the Training Program (2 of 2)
• Make the learning meaningful: Incorporating Action Learning
with small teams with a definitive projects
• Make skills transfer obvious and easy: Make it easy to transfer
new skills and behaviors from the training site to the job site
– Maximize the similarity between the training situation and
the work situation, give various examples etc
• Reinforce the learning: Make sure the learner gets plenty of
feedback, reward them
• Ensure transfer of learning on the job:
– Prior to training, get trainee and supervisor input in designing the
program, institute a training attendance policy, and encourage
employees to participate.
– During training, provide trainees with training experiences and
conditions (sur roundings, equipment) that resemble the actual work
environment
– After training, reinforce what trainees learned, for instance, reward
employees for using new skills

• What not to do
• Program delivery
Developing the Program
• Assemble training content and materials
• Training Methods
– iPads
– Workbooks
– Lectures
– PowerPoint slides
– Web- and computer-based activities, course activities
– Trainer resources and manuals
Explain How to Use Five Training
Techniques.
Implementing the Training Program

• On-the-job training (OJT)—Training a person to learn a job

while working on it
• Types of on-the-job training
– Coaching or understudy: Supervisor train the trainees
– Job rotation: moving from job to job at planned interval
– Special assignments: for lower level executives to give first
hand experiences
– Peer training
Steps in On-the-Job Training
Step 1: Prepare the learner
1. Put the learner at ease.
2. Explain why he or she is being taught.
3. Create interest and find out what the learner already knows about the job.
4. Explain the whole job and relate it to some job the worker already knows.
5. Place the learner as close to the normal working position as possible.
6. Familiarize the worker with equipment, materials, tools, and trade terms.

Step 2: Present the operation

1. Explain quantity and quality requirements.
2. Go through the job at the normal work pace.
3. Go through the job at a slow pace several times, explaining each step. Between
operations, explain the difficult parts, or those in which errors are likely to be made.
4. Again, go through the job at a slow pace several times; explain the key points.
5. Have the learner explain the steps as you go through the job at a slow pace.
Steps in On-the-Job Training)
Step 3: Do a tryout
1. Have the learner go through the job several times, slowly, explaining each
step to you. Correct mistakes and, if necessary, do some of the complicated
steps the first few times.
2. Run the job at the normal pace.
3. Have the learner do the job, gradually building up skill and speed.
4. Once the learner can do the job, let the work begin, but don't abandon him or
her.
Step 4: Follow-up
1. Designate to whom the learner should go for help.
2. Gradually decrease supervision, checking work from time to time.
3. Correct faulty work patterns before they become a habit. Show why the
method you suggest is superior.
4. Compliment good work.
Shadow Learning
• Shadow learners—learners who seek opportunities to learn
and practice their jobs in nontraditional ways.
• A study by Accenture reflects four fifth learned their job skills
on the job Such training are under threat …How?
• Technology, robotics AI
Apprenticeship Training
• Apprenticeship Training—a structured process by which
people become skilled workers through a combination of
classroom instruction and on-the-job training often under a
master craftsperson’s tutelage
– When steelmaker Dofasco (now part of ArcelorMittal)
discovered that many of its employees would be retiring
within 5 to 10 years, it revived its apprenticeship program.
New recruits spent about 32 months learning various jobs
under the tutelage of experienced employees.
Training Programs
• Informal learning
– 70/20/10
– as a rule, 70% of job learning occurs informally on or off the job, 20%
reflects social interactions (for instance, among employees on the
job), and only 10% is actual formal training.
– Google supports on-site cafeterias, with free or subsidized food.
Employees eat together, and through their interactions learn new
ideas and build stronger relationships

• Job instruction training (JIT)

– Many jobs consist of a sequence of steps best learned step-by-step. Such step-
by-step training is called job instruction training (JIT). First, list the job’s
required steps (let’s say for using a mechanical paper cutter) each in its proper
sequence

• Lectures
 Training Programs
• Programmed learning: A systematic method for teaching job
skills, involving presenting questions or facts, allowing the
person to respond, and giving the learner immediate feedback
on the accuracy of his or her answers.
• Behavior modeling: trainees are first shown good
management techniques in a film, are asked to play roles in a
simulated situation, and are then given feedback and praise by
their supervisor.
– Modeling: watch live or video examples showing models
behaving effectively in a problem situation
– Role-playing: to play in a simulated situation; here they are
to practice the effective behaviors demonstrated
– Social reinforcement: praise and constructive feedback
– Transfer of training: trainees are encouraged to apply their
new skills when they are back on their jobs.
Other Types of Training (1 of 2)
• Audiovisual-based: Ford Motor Company uses videos in its dealer
training sessions to simulate problems and reactions to various
customer complaints
• Vestibule training: off the job in a separate room or vestibule e.g
UPS uses a life-size learning lab to provide a 40-hour, 5-day
realistic training program for driver candidates
• Electronic performance support system (E P S S): Dell service rep,
he or she is probably asking questions prompted by an EPSS; it
takes you both, step-by-step, through an analytical sequence
• Videoconferencing: Vendors such as Cisco offer videoconference
products such as Webex
• Computer-based training (C B T) to increase knowledge or skills.
For example, employers use CBT to teach employees safe
methods for avoiding falls.
Other Types of Training (2 of 2)
• Online/Internet-based training
– Learning management systems
• Learning portal
• The virtual classroom
• Mobile and micro learning
The Strategic Context

On-Demand Micro
Learning at Uber

Let’s look into it…

Mixed Reality, Simulated Learning, and Gaming
• Virtual reality: Virtual reality (VR) puts the trainee in an artificial three-
dimensional environment that simulates events and situations experienced
on the job.92 Sensory devices transmit how the trainee is responding to
the computer, and the trainee “sees, feels, and hears” what is going on,
assisted by special goggles and sensory devices
– Facebook’s purchase of virtual reality glasses maker Oculus VR Inc.
highlights virtual reality’s growing potentia
• Augmented reality: The Augmented Part of AR experience is
superimposed in real world setting (speed ad direction of driven in
windshield
• Simulated learning: Used by US armed force . Delhi Metro system with BEL
(DMRC, Bharat Electronics Inaugurate New Universal Driver Training
Simulator)
• Gaming
Lifelong and Literacy Techniques
• Lifelong learning
– providing employees with continuing learning experiences
over their tenure with the firm (Papa John partner with
Purdue University)
• Literacy training one in 7 employee can’s read their employer
manual (informal workforce). Picture , Animation Video can
support
• Diversity training: Diversity training aims to improve cross-
cultural sensitivity, so as to foster more harmonious working
relationships among a firm’s employees. It typically includes
improving interpersonal skills, understanding and valuing
cultural differences, improving technical skills, socializing
employees into the corporate culture
Diversity Counts

Training to overcome unconscious bias

Let’s talk about it…

A company conducts workshops where employees take the Implicit
Association Test (IAT) to identify their biases related to race, gender, or age.
To help employees recognize and address microaggressions—subtle, often
unintentional, discriminatory comments or actions.
A company introduces blind recruitment practices where personal identifiers
(names, gender, age) are removed from resumes to focus purely on skills and
qualifications.
Team Training
• Cross training: Cross training means training employees to do different
tasks or jobs than their own; doing so facilitates job rotation, as when you
expect team members to occasionally share jobs or parts of jobs. Thus,
some auto dealerships cross train sales and finance employees, so they
each learn more about the challenges and details of selling and financing
cars
• Interpersonal: listening, communicating, han dling conflict, and negotiating
– App builder RealScout used the California Survival School for one
program. Coders, marketing executives, and others spent several days
in the mountains surviving—building their own shelters and learning
to forage for food and start fires without matches.
• Team management
List and Briefly Discuss Four
Management Development Methods.
Implementing Management Development
Programs

• Management development
– any attempt to improve managerial performance by
imparting knowledge, changing attitudes, or
increasing skills
• Strategy’s role in management development
• Support succession planning process
Candidate Assessment and the 9-Box
Grid

• The 9-box grid

– shows potential from low to medium to high on the
vertical axis
– Shows performance from low to medium to high
across the bottom
• Can simplify the task of choosing development candidates
an employee assessment tool that divides and plots employees across 9 key
data points. It is a grid-based system used to evaluate employees’
performance levels and potential for growth to fit them into each of these 9
segments
Managerial On-the-Job Training and
Rotation
• Coaching/Understudy approach
– Trainee works directly with a senior manager or with the
person he or she is to replace
• Action learning
– Give managers released time to work analyzing and
solving problems in departments other than their own
• Stretch assignments
– Push beyond comfort zone
• Coaching apps
– Pluma is a virtual leadership app
Off-the-Job Management Training and
Development Techniques (1 of 2)

• Case study method

• Computerized management games
• Outside seminars
• University-related programs
• Role-playing
Off-the-Job Management Training and
Development Techniques (2 of 2)
• Corporate universities: GE crotonville
• Executive coaches: is an outside consultant who questions the
executive’s boss, peers, subordinates, and (sometimes) family
in order to identify the executive’s strengths and weaknesses,
and to counsel the executive so he or she can capitalize on
those strengths and overcome the weaknesses
• SHRM learning system
• Cloud-based development: personal learning cloud more
facilitate the personalize need of leadership
 Characteristics of Effective Leadership Development
Programs
• Thorough needs analysis : to determine tangible program goals
• Mandatory participation : is as effective as voluntary participation
• Trainer-based programs: self-administered programs are less
effective than trainer-based programs
• Practice-based programs: are more effective than information
based programs;
• Feedback: to trainees boosts the program’s effectiveness
• On-site programs: more effective than off-site training programs
• Face-to-face are more effective than virtually based programs
• Developing the content

• Developing the programme means actually creating the training content and
materials, developing the training method (for example, lab training and
computer-based training [CBT]) and arranging training equipment and materials
needed (such as books, reading material, trainer’s resources, and computers).

• Implementing Learning Strategy: on the job or off the job

• On the job: Coaching, Mentoring, Job Rotation

• Off the job: Lectures and conferences, Vestibule training, Simulation

(management game, case study, in basket, role playing, behavioural
modelling), sensitivity training, Transactional Analysis
– Vestibule training is a term for near-the-job training, as it offers access to
something new in the form of learning. In vestibule training, the workers
are trained in a prototype environment on specific jobs in a special part of
the plant. An attempt is made to create working conditions similar to the
actual workshop conditions.
 Example Situation:
Coaching A sales manager at a retail company In a high-turnover retail environment,
closely works with a new hire during managers are expected to quickly get
their initial few weeks. The manager new hires up to speed. Coaching helps
observes the new hire’s sales pitch, the new hires adjust to the role more
provides feedback on how to better quickly, improving both individual
engage with customers, and helps performance and sales.
them refine their approach. The
manager regularly checks in to
provide further guidance.
Mentoring At a large tech firm, an experienced The company is focused on long-term
software engineer mentors a junior talent retention and uses mentoring
engineer over six months. They meet programs to ensure junior employees
regularly to discuss coding feel supported in their development and
challenges, career progression, and have a clear growth trajectory within the
strategies for handling work-life company.
balance.
Job A management trainee at a The bank uses job rotation for their
Rotation multinational bank is rotated through leadership development program,
different departments—such as allowing future managers to gain a
marketing, operations, and risk comprehensive understanding of the
management—over a 12-month bank’s operations before taking on
period. senior roles
 Example Situation:
Lecture and Employees from a pharmaceutical company attend The company encourages its R&D
conferences an international conference on medical innovations. department to stay current with industry
Experts in the field give presentations on the latest trends, and conferences allow employees to
drug developments, clinical trials, and regulatory network with peers and gain insights that
challenges. The attendees then apply this new can be applied to their projects.
knowledge when developing their company's next
product line.
Vestibule A manufacturing company hires new assembly line This type of training is used to ensure that
workers and provides them with specialized training employees are well-versed in machinery
on how to operate heavy machinery in a simulated handling before they start working on the
workspace. They practice using the machines under production floor, minimizing the risk of
supervision without impacting actual production accidents and costly errors in a real work
environment
Transactional A law firm incorporates TA into their conflict The firm had identified that poor
Analysis resolution training for employees. Through TA, communication was leading to frequent
employees learn to identify communication styles, team conflicts. By applying TA, employees
understand whether they are communicating from a improved their communication skills,
“Parent,” “Adult,” or “Child” ego state, and improve reduced misunderstandings, and built more
how they manage conversations, especially during collaborative working relationships.
negotiations or team disagreements
Sensitivity A global corporation organizes sensitivity training for is designed to build emotional intelligence,
training its employees to promote diversity and inclusion. In improve workplace relationships, and foster
the sessions, employees engage in exercises that an inclusive work culture by helping
help them understand their unconscious biases and employees understand and respect diverse
how their behavior may affect others from different perspectives and experiences.
cultural backgrounds. The sessions include group
discussions, feedback from facilitators, and personal
reflection
 SIMULATIONS

In basket During a leadership development workshop at help assess a participant’s ability to manage time,
a large bank, participants are given a set of prioritize tasks, and make decisions under
tasks that simulate a day in the life of a bank pressure, critical skills for effective management.
manager. The tasks, which include emails,
reports, and urgent requests, must be
prioritized and addressed within a set period.
The trainers then review their responses
Behavioural A retail company introduces behavioral is effective for teaching leadership,
modelling modeling to improve leadership skills in its communication, and teamwork skills, as employees
supervisors. They show videos of exemplary learn by observing and replicating positive
leaders demonstrating how to handle team behaviors
meetings, give feedback, and manage conflict.
Participants are then asked to imitate these
behaviors in mock scenarios.
Management A tech company conducts a management The company uses this method to develop
Games simulation game for its mid-level managers. strategic thinking and decision-making skills in
The simulation requires participants to manage managers, preparing them for real-life business
a fictional company, make decisions on challenges
budgeting, hiring, production, and marketing,
and respond to external factors such as market
changes or economic downturns.
Case study MBA students at a business school are given a widely used in business schools and corporate
detailed case study about a global retailer training programs to develop critical thinking and
struggling with a supply chain crisis. The problem-solving skills by exposing learners to real-
students work in teams to analyze the world business challenges
problem, propose solutions, and present their
findings
Best Books to explore TA (in order)

• Games People Play: The Psychology of Human Relationships" by Eric Berne

• "I'm OK – You're OK" by Thomas Harris

• "Transactional Analysis in Psychotherapy" by Eric Berne

• "Born to Win: Transactional Analysis with Gestalt Experiments" by Muriel James and Dorothy Jongeward
List and Briefly Discuss the Importance
of the Steps in Leading Organizational
Change.
Managing Organizational Change
Programs

• Companies often find it necessary to change how they do

things.
• Making changes is never easy.
Lewin’s Change Process
1. Unfreezing
2. Moving
3. Refreezing
Explain Why a Controlled Study May Be
Superior for Evaluating the Training
Program’s Effects.
Evaluating the Training Effort
• Designing the study
• Controlled
experimentation
• Training Effects to
Measure
– Reaction
– Learning
– Behavior
– Results
The widely used Kirkpatrick Model of training evaluation (named for its
developer) lists four training effects employers can measure:
1. Reaction. Evaluate trainees’ reactions to the program. Did they like the
program? Did they think it worthwhile?
2. Learning. Test whether they learned the principles, skills, and facts they were
supposed to learn.
3. Behavior. Ask whether the trainees’ on-the-job behavior changed because of
the training program. For example, are employees in the store’s complaint
department more courteous toward disgruntled customers?
4. Results. Most important, ask, “What results did we achieve, in terms of the
training objectives previously set?”
For example, did the number of customer complaints diminish? Reactions,
learning, and behavior are important. But if the training program doesn’t produce
measurable performance-related results, then it probably hasn’t achieved its
goals