Desslerch 08 Employeetestingandselection 140526231711 Phpapp02

8/11/2019 Desslerch 08 Employeetestingandselection 140526231711 Phpapp02

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PowerPoint Presentation by Charlie Cook

The University of West Alabama

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Human ResourceManagementELEVENTH EDITION

G A R Y D E S S L E R

www.ahmedtiger.weebly.com 2008 Prentice Hall, Inc.

All rights reserved.

Training and Developing Employees

Chapter 8

Part 3 | Training and Development


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www.ahmedtiger.weebly.com 2008 Prentice Hall, Inc. All rights reserved. 83

Purpose of Orientation

Feel

Welcomeand At Ease

Begin the

SocializationProcess

Understand

theOrganization

Know What

Is Expected

in Work andBehavior

Orientation Helps

New Employees


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The Training Process

Training The process of teaching new employees the basic

skills they need to perform their jobs.

Trainings Strategic Context

The firms training programs must make sense interms of the companys strategic goals.

Performance Management

Taking an integrated, goal-oriented approach to

assigning, training, assessing, and rewardingemployees performance.


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The Training Process (contd)

1

2

3

4

5

The Five-Step Training and Development Process

Instructional design

Needs analysis

Validation

Implement the program

Evaluation


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Training, Learning, and Motivation

Make the Learning Meaningful1. At the start of training, provide a birds-eye view of

the material to be presented to facilitate learning.

2. Use a variety of familiar examples.

3. Organize the information so you can present it

logically, and in meaningful units.

4. Use terms and concepts that are already familiar

to trainees.

5. Use as many visual aids as possible.


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Training, Learning, and Motivation (contd)

Make Skills Transfer Easy1. Maximize the similarity between the training

situation and the work situation.

2. Provide adequate practice.

3. Label or identify each feature of the machine and/or

step in the process.

4. Direct the trainees attention to important aspects of

the job.

5. Provide heads-up, preparatory information that lets

trainees know what might happen back on the job.


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Motivation Principles for Trainers

People learn best by doingprovide as muchrealistic practice as possible.

Trainees learn best when the trainers

immediately reinforce correct responses.

Trainees learn best at their own pace.

Create a perceived training need in the

trainees minds.

The schedule is importantthe learning curve

goes down late in the day; less than full day

training is most effective.


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Analyzing Training Needs

Task Analysis:Assessing New Employees

Training Needs

Performance Analysis:Assessing Current Employees

Training Needs

Training Needs

Analysis


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TABLE 81

Task

Analysis

Record

Form

Note: Task analysis record form showing some of the tasks and subtasks performed by a printing press operator.


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Assessing Current Employees Training Needs

Performance Appraisals

Job-Related

Performance Data

Observations

Interviews

Assessment Center

Results

Individual Diaries

Attitude Surveys

Tests

Methods for

IdentifyingTraining

Needs


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Training Methods (contd)

On-the-Job Training (OJT) Having a person learn a job

by actually doing the job.

Types of On-the-Job Training

Coaching or understudy Job rotation

Special assignments

Advantages

Inexpensive

Learn by doing

Immediate feedback


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On-the-Job Training

1

Follow Up

Present the Operation

Steps to Help Ensure OJT Success

Prepare the Learner

Do a Tryout

2

3

4


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FIGURE 82 The 25 Most Popular Apprenticeships*

According to the U.S. Department of Labor apprenticeship database, the

occupations listed below had the highest numbers of apprentices in 2001. These

findings are approximate because the database includes only about 70% ofregistered apprenticeship programsand none of the unregistered ones.

Boilermaker

Bricklayer (construction)

Carpenter

Construction craft laborer Cook (any industry)

Cook (hotel and restaurant)

Correction officer

Electrician

Electrician (aircraft)

Electrician (maintenance)

Electronics mechanic

Firefighter

Machinist

Maintenance mechanic (any industry)

Millwright

Operating engineer

Painter (construction) Pipefitter (construction)

Plumber

Power plant operator

Roofer

Sheet-metal worker

Structural-steel worker

Telecommunications technician

Tool and die maker

* Listed alphabetically

Source: Olivia Crosby, Apprenticeships, Occupational Outlook Quarterly, 46, no. 2 (Summer 2002), p. 5.


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Training Methods (contd)

Effective Lectures Dont start out on the wrong foot.

Give listeners signals.

Be alert to your audience.

Maintain eye contact with audience.

Make sure everyone in the room can hear.

Control your hands.

Talk from notes rather than from a script. Break a long talk into a series of five-minute talks.

Practice and rehearse your presentation.


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Programmed Learning

Advantages

Reduced training time

Self-paced learning

Immediate feedback

Reduced risk of error for learner

Presenting

questions, facts,

or problems to

the learner

Allowing the

person to

respond

Providing

feedback on the

accuracy of

answers


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TABLE 82 Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training

CMI Computer-managed instruction

ICAI Intelligent computer-assisted instruction

ITS Intelligent tutoring systems

Simulation Computer simulation

Virtual Reality Advanced form of computer simulation

Source: P. Nick Blanchard and James Thacker, Effective Training: Systems,Strategies, and Practices (Upper Saddle River, NJ: Pearson, 2003), p. 144.


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Computer-Based Training (CBT)

Advantages Reduced learning time

Cost-effectiveness

Instructional consistency

Types of CBT

Interactive multimedia training

Virtual reality training


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FIGURE 83 IM Learning Incident

Source: Joshua Bronstein and Amy Newman, IM 4 Learning,

Training and Development, February 2006, p. 48.


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Literacy Training Techniques

Testing job

candidates forbasic skills

Instituting basic

skills and literacyprograms

Employer Responses

to Functional Illiteracy


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Succession Planning

1

Begin management development

Review firms management skills inventory

Steps in the Succession Planning Process

Anticipate management needs

Create replacement charts

2

3

4


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Management Development (contd)

Job

Rotation

Action

Learning

Managerial

On-the-Job

Training

Coaching/

Understudy

Approach


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Management Development (contd)

University-Related Programs

Management Games

Off-the-Job Management Training

and Development Techniques

The Case Study Method

Outside Seminars

Executive Coaches

Behavior Modeling

Role Playing

Corporate Universities


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Managing Organizational Change

and Development

Strategy TechnologiesCulture

What to Change

Structure Employees


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and Development (contd)

Overcomingresistance to

change

Effectively

usingorganizational

development

practices

The Human

Resource Managers

Role

Organizing

and leadingorganizational

change


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and Development (contd)

1

Moving

Overcoming Resistance to Change:

Lewins Change Process

Unfreezing

Refreezing

2

3


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How to Lead the Change

Unfreezing Phase

Establish a sense of urgency (need for change).

Mobilize commitment to solving problems.

Moving Phase

Create a guiding coalition.

Develop and communicate a shared vision.

Help employees to make the change.

Consolidate gains and produce more change.

Refreezing Phase

Reinforce new ways of doing things.

Monitor and assess progress.


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FIGURE 84 Typical Role in a Role-Playing Exercise

Source: Normal R. F. Maier and Gertrude Casselman Verser,

Psychology in Industrial Organizations, 5th ed., p. 190. 1982 byHoughton Mifflin Company. Used by permission of the publishers.

Walt MarshallSupervisor of Repair Crew

You are the head of a crew of telephone maintenance workers, each ofwhom drives a small service truck to and from the various jobs. Every so

often you get a new truck to exchange for an old one, and you have the

problem of deciding which of your crew members you should give the new

truck. Often there are hard feelings, since each seems to feel entitled to the

new truck, so you have a tough time being fair. As a matter of fact, it usually

turns out that whatever you decide is considered wrong by most of the crew.You now have to face the issue again because a new truck, a Chevrolet,

has just been allocated to you for assignment.

In order to handle this problem you have decided to put the decision up to

the crew. You will tell them about the new truck and will put the problem in

terms of what would be the fairest way to assign the truck. Do not take aposition yourself, because you want to do what they think is most fair.


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Using Organizational Development

1

Applies behavioral science knowledge.

Organizational Development (OD)

Usually involves action research.

Changes the organization in a particular direction.

2

3


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Evaluating the Training Effort

Designing the Study

Time series design

Controlled experimentation

Training Effects to Measure Reaction of trainees to the program

Learningthat actually took place

Behaviorthat changed on the job

Results achieved as a result of the training


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FIGURE 85

Using a Time

Series Graph

to Assess a

TrainingPrograms

Effects


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FIGURE 86

A Sample Training

Evaluation Form

Source: www.opm.gov/employment_and_benefits/worklife/.


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www ahmedtiger weebly com 2008 Prentice Hall Inc All rights reserved 8 39

K E Y T E R M SK E Y T E R M S

employee orientationtraining

performance management

negligent training

task analysis

performance analysis

on-the-job training

apprenticeship training

job instruction training (JIT)

programmed learningsimulated training

electronic performance support

systems (EPSS)

job aidmanagement development

succession planning

job rotation

action learning

case study method

management game

role playing

outsourced learning

behavior modelingin-house development center

organizational development

controlled experimentation

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Desslerch 08 Employeetestingandselection 140526231711 Phpapp02