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Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Training and DevelopingEmployees8
Chapter 8-1
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives
1. Summarize the purpose and process of employee orientation.
2. List and briefly explain each of the five steps in the training process.
3. Describe and illustrate how you would identify training requirements.
4. Explain how to distinguish between problems you can fix with training and those you can’t.
5. Discuss how you would motivate trainees.
Chapter 8-2
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning Objectives6. Explain how to use five training techniques.
7. List and briefly discuss four management development programs.
8. List and briefly discuss the importance of the eight steps in leading organizational change.
9. Answer the question, “What is organizational development and how does it differ from traditional approaches to organizational change?”
Chapter 8-3
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Summarize the purpose and process of employee
orientation
Chapter 8-4
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Purposes of Employee Orientation/Onboarding
• Welcome• Basic
information• Understanding
the organization• Socialization
Chapter 8-5
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The Orientation Process
• Employee handbook
• Orientation technology
Chapter 8-6
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Overview of the Training Process
• Aligning strategy and training
• Training and performance
Chapter 8-7
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• Employee
handbook• Orientation
technology• Training process
overview
Chapter 8-8
• PurposesoWelcomeoBasic informationoUnderstanding
the organizationoSocialization
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
List and briefly explain each of the five steps in the
training process
Chapter 8-9
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
The ADDIE Five-Step Training Process
• Analyze• Design• Develop• Implement• Evaluate
Chapter 8-10
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Conducting the Training Needs Analysis
• Strategic needs• Strategic training
needs analysis
Chapter 8-11
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• Strategic needs• Strategic training
needs analysis
Chapter 8-12
• ADDIEoAnalyzeoDesignoDevelopo Implement oEvaluate
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Describe and illustrate how you would identify training
requirements
Chapter 8-13
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Task Analysis• Detailed study• Job descriptions• Job specifications• Performance standard• Performing the job• Task analysis record
Chapter 8-14
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Talent Management
• What it is• What’s involved• Competencies• Job training needs
Chapter 8-15
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Strategic needs• Strategic training needs analysis• Talent managementoCompetenciesoPlan
Chapter 8-16
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Explain how to distinguish between problems you can fix with training and those
you can’t
Chapter 8-17
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Performance Analysis: Current Employees’ Training Needs
• Definition• Current training needs analysis• Task analysis• Performance analysis• Can’t do/won’t do
Chapter 8-18
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Designing the Training Program
• Setting learning objectives
• Creating a motivational learning environment
Chapter 8-19
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Analyzing current employees’ needs
• Designing the training program
Chapter 8-20
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Discuss how you would motivate trainees
Chapter 8-21
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Making the Learning Meaningful
• Bird’s-eye view• Familiar examples• Organize• Familiar terms• Perceived need
Chapter 8-22
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Making Skills Transfer Obvious and Easy
• Similarity• Practice• Label• Attention• “Heads-up”• Pace
Chapter 8-23
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Learning
• Reinforce correct responses• Schedule• Follow-up assignments• Transfer of training• Other issues
Chapter 8-24
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• Labels• Heads-up• Pace• Reinforcement• Schedule • Follow-up• Alternatives
Chapter 8-25
• Overview• Familiarity• Organization• Needs• Similarity• Practice
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Explain how to use five training techniques
Chapter 8-26
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Implementing Training Programs
• On-the-job trainingoTypes of on-the-job trainingoJob rotationoSpecial assignments
Chapter 8-27
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The OJT Process
• Preparation• Present the
operation• Tryout• Follow-up
Chapter 8-28
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Other Types of Learning
• Apprenticeship training
• Informal learning
Chapter 8-29
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Other Types of Learning
• Job instruction training• Lectures• Programmed learning• Audiovisual-based training• Vestibule training
Chapter 8-30
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Other Types of Learning
• Electronic performance support systems (EPSS)
• Videoconferencing• Computer-based training(CBT)• Simulated learning
Chapter 8-31
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Other Types of Learning
• Interactive learning• Internet-based training• Learning Management Systems
(LMS)• Using internet-based learning
Chapter 8-32
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Other Types of Learning
• Mobile learning• Virtual classrooms• Lifelong and literacy training
techniques• Team training
Chapter 8-33
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• On-the-job training• The OJT process• Apprenticeships• Informal• Other forms of
training and learning
Chapter 8-34
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
List and briefly discuss four management development
programs
Chapter 8-35
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Implementing Management
Development Programs
• Strategy and development• Managerial on-the-job training• Coaching/understudy approach • Action learning
Chapter 8-36
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Off-the-Job Management Training and Development
• Case studies• Computerized management games• Outside seminars• University programs• Role-playing
Chapter 8-37
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Off-the-Job Management Training and Development
• Behavior modeling• Corporate universities • Executive coaches• SHRM learning system• Talent management
Chapter 8-38
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
Chapter 8-39
• Strategy• On- and off-the-job• Coaching• Action learning• Cases• Games
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• Outside and university• Role-playing• Behavior modeling• Corporate universities • SHRM
Chapter 8-40
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
List and briefly discuss the importance of the eight steps in leading organizational change
Chapter 8-41
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Managing Organizational Change Programs
• What to change• Structure• Technology• Other• Lewin’s change process
oUnfreezingoMovingoRefreezing
Chapter 8-42
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Leading Organizational Change
• Refreezing stageoReinforcementoMonitor
Chapter 8-43
• Unfreezing stageoUrgency. oCommitment
• Moving stageoCoalitionoVisionoAcceptanceoGains
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review• What to changeoStructureoTechnologyoOther
• Lewin’s change processoUnfreezingoMovingoRefreezing
Chapter 8-44
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
What is organizational development and how
does it differ from traditional approaches to organizational change?
Chapter 8-45
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Using Organizational Development
• Characteristics• Human processes• Technostructural• HR management• Strategic OD• Evaluating
Chapter 8-46
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Evaluating The Training Effort
• Designing the study• Controlled experimentation• MeasurementoReactions oLearningoBehavioroResults
Chapter 8-47
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
Review
• Action research• Behavioral
science• Change• Human
processes
Chapter 8-48
• Technostructural• HR practices• Strategy• Evaluation
Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Chapter 8-49
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