Training and Developing Employees 8 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-1

Copyright © 2013 Pearson Education, Inc. Publishing as Prentice Hall

Training and DevelopingEmployees8

Chapter 8-1


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


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


Summarize the purpose and process of employee

orientation

Chapter 8-4


The Purposes of Employee Orientation/Onboarding

• Welcome• Basic

information• Understanding

the organization• Socialization

Chapter 8-5


The Orientation Process

• Employee handbook

• Orientation technology

Chapter 8-6


Overview of the Training Process

• Aligning strategy and training

• Training and performance

Chapter 8-7


Review• Employee

handbook• Orientation

technology• Training process

overview

Chapter 8-8

• PurposesoWelcomeoBasic informationoUnderstanding

the organizationoSocialization


List and briefly explain each of the five steps in the

training process

Chapter 8-9


The ADDIE Five-Step Training Process

• Analyze• Design• Develop• Implement• Evaluate

Chapter 8-10


Conducting the Training Needs Analysis

• Strategic needs• Strategic training

needs analysis

Chapter 8-11


Review• Strategic needs• Strategic training

needs analysis

Chapter 8-12

• ADDIEoAnalyzeoDesignoDevelopo Implement oEvaluate


Describe and illustrate how you would identify training

requirements

Chapter 8-13


Task Analysis• Detailed study• Job descriptions• Job specifications• Performance standard• Performing the job• Task analysis record

Chapter 8-14


Talent Management

• What it is• What’s involved• Competencies• Job training needs

Chapter 8-15


Review

• Strategic needs• Strategic training needs analysis• Talent managementoCompetenciesoPlan

Chapter 8-16


Explain how to distinguish between problems you can fix with training and those

you can’t

Chapter 8-17


Performance Analysis: Current Employees’ Training Needs

• Definition• Current training needs analysis• Task analysis• Performance analysis• Can’t do/won’t do

Chapter 8-18


Designing the Training Program

• Setting learning objectives

• Creating a motivational learning environment

Chapter 8-19


Review

• Analyzing current employees’ needs

• Designing the training program

Chapter 8-20


Discuss how you would motivate trainees

Chapter 8-21


Making the Learning Meaningful

• Bird’s-eye view• Familiar examples• Organize• Familiar terms• Perceived need

Chapter 8-22


Making Skills Transfer Obvious and Easy

• Similarity• Practice• Label• Attention• “Heads-up”• Pace

Chapter 8-23


Learning

• Reinforce correct responses• Schedule• Follow-up assignments• Transfer of training• Other issues

Chapter 8-24


Review• Labels• Heads-up• Pace• Reinforcement• Schedule • Follow-up• Alternatives

Chapter 8-25

• Overview• Familiarity• Organization• Needs• Similarity• Practice


Explain how to use five training techniques

Chapter 8-26


Implementing Training Programs

• On-the-job trainingoTypes of on-the-job trainingoJob rotationoSpecial assignments

Chapter 8-27


The OJT Process

• Preparation• Present the

operation• Tryout• Follow-up

Chapter 8-28


Other Types of Learning

• Apprenticeship training

• Informal learning

Chapter 8-29



• Job instruction training• Lectures• Programmed learning• Audiovisual-based training• Vestibule training

Chapter 8-30



• Electronic performance support systems (EPSS)

• Videoconferencing• Computer-based training(CBT)• Simulated learning

Chapter 8-31



• Interactive learning• Internet-based training• Learning Management Systems

(LMS)• Using internet-based learning

Chapter 8-32



• Mobile learning• Virtual classrooms• Lifelong and literacy training

techniques• Team training

Chapter 8-33


Review• On-the-job training• The OJT process• Apprenticeships• Informal• Other forms of

training and learning

Chapter 8-34


List and briefly discuss four management development

programs

Chapter 8-35


Implementing Management

Development Programs

• Strategy and development• Managerial on-the-job training• Coaching/understudy approach • Action learning

Chapter 8-36


Off-the-Job Management Training and Development

• Case studies• Computerized management games• Outside seminars• University programs• Role-playing

Chapter 8-37


Off-the-Job Management Training and Development

• Behavior modeling• Corporate universities • Executive coaches• SHRM learning system• Talent management

Chapter 8-38


Review

Chapter 8-39

• Strategy• On- and off-the-job• Coaching• Action learning• Cases• Games


Review• Outside and university• Role-playing• Behavior modeling• Corporate universities • SHRM

Chapter 8-40


List and briefly discuss the importance of the eight steps in leading organizational change

Chapter 8-41


Managing Organizational Change Programs

• What to change• Structure• Technology• Other• Lewin’s change process

oUnfreezingoMovingoRefreezing

Chapter 8-42


Leading Organizational Change

• Refreezing stageoReinforcementoMonitor

Chapter 8-43

• Unfreezing stageoUrgency. oCommitment

• Moving stageoCoalitionoVisionoAcceptanceoGains


Review• What to changeoStructureoTechnologyoOther

• Lewin’s change processoUnfreezingoMovingoRefreezing

Chapter 8-44


What is organizational development and how

does it differ from traditional approaches to organizational change?

Chapter 8-45


Using Organizational Development

• Characteristics• Human processes• Technostructural• HR management• Strategic OD• Evaluating

Chapter 8-46


Evaluating The Training Effort

• Designing the study• Controlled experimentation• MeasurementoReactions oLearningoBehavioroResults

Chapter 8-47


Review

• Action research• Behavioral

science• Change• Human

processes

Chapter 8-48

• Technostructural• HR practices• Strategy• Evaluation


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Chapter 8-49

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Training and Developing Employees 8 Copyright © 2013 Pearson Education, Inc. Publishing as Prentice HallChapter 8-1