Training & Devloping Employees-HRM

8/7/2019 Training & Devloping Employees-HRM

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71 2009 Dorling Kindersley (I) Pvt. Ltd. All rights reserved.

TRAINING ANDTRAINING AND

DEVELOPMENTDEVELOPMENT


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Purpose of OrientationPurpose of Orientation

Feel

Welcome

and At Ease

Begin the

Socialization

Process

Understand

the

Organization

Know What

Is Expected

in Work andBehavior

Orientation Helps

New Employees


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The Training ProcessThe Training Process

TrainingTraining

Th

e process of teach

ing new employees th

e basicTh

e process of teach

ing new employees th

e basicskills they need to perform their jobs.skills they need to perform their jobs.


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ExamplesExamples

FedEx Corporation :FedEx Corporation :

$ 155 million every year$ 155 million every year

1523 man1523 man--hours every day (4hours every day (4--6 weeks/yr/employee)6 weeks/yr/employee)

$ 2500 as training fee$ 2500 as training fee

TieTie--up withup with SkillsoffSkillsoff, an e, an e--mail learning portal(800mail learning portal(800online courses)online courses)



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LG Electronics:LG Electronics:

Staff to do 2 modules/ monthStaff to do 2 modules/ month

Each module conducts test to be clearedEach module conducts test to be cleared

Every 3 months, test scores are to be reviewedEvery 3 months, test scores are to be reviewed

Highest scorer; prize moneyHighest scorer; prize money



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Cisco:Cisco:Web based trainingWeb based training

Online courses (saba.com)Online courses (saba.com)

GE:GE:

On the Job trainingOn the Job training

GEs answer center is open 24 hoursGEs answer center is open 24 hours

Employs 180 telephone representativesEmploys 180 telephone representatives

Each trained to handle 100 call/day(3Each trained to handle 100 call/day(3--5min)5min)



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The Training Process (contd)The Training Process (contd)

1

2

3

4

5

The Five-Step Training and Development Process

Instructional design

Needs analysis

Validation

Implement th

e programEvaluation


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Analyzing Training NeedsAnalyzing Training Needs

Task Analysis:Assessing New Employees

Training Needs

Performance Analysis:Assessing Current Employees

Training Needs

Training Needs

Analysis


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Cant do/wont do analysisCant do/wont do analysis



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Task

Analysis

Record

Form


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Training MethodsTraining Methods

OnOn--thethe--Job TrainingJob Training Job Instruction TrainingJob Instruction Training

LecturesLectures

Programmed LearningProgrammed Learning

Audiovisual TrainingAudiovisual Training

Simulated Training (also Vestibule Training)Simulated Training (also Vestibule Training)

Electronic Performance Support SystemsElectronic Performance Support Systems

(E

PSS)(E

PSS) Distance and InternetDistance and Internet--Based TrainingBased Training


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Training Methods (contd)Training Methods (contd)

OnOn--thethe--Job Training (OJT)Job Training (OJT)

Having a person learn a jobHaving a person learn a jobby actually doing the job.by actually doing the job.

Types of OnTypes of On--thethe--Job TrainingJob Training

Coaching or understudyCoaching or understudy

DemonstrationsDemonstrations

Job rotation (GE CEO)Job rotation (GE CEO)

Special assignmentsSpecial assignments

E.g.E.g. MotrorolaMotrorola


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OJT StepsOJT Steps

Step 1: Prepare the learnerStep 1: Prepare the learner

Step 2: Present the operationStep 2: Present the operation

Step 3: Try out performanceStep 3: Try out performance

Step 4: Follow upStep 4: Follow up



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Examples of OnExamples of On--TheThe--Job Training That May beJob Training That May be

ObservedObserved

Maintenance TechniciansMaintenance Technicians

OperatorsOperators

Radiological Control TechniciansRadiological Control Technicians

Hazardous Waste Activities WorkersHazardous Waste Activities Workers

Fire Protection SpecialistsFire Protection Specialists

Laboratory TechniciansLaboratory Technicians

ElectriciansElectricians

MechanicsMechanics



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AdvantagesAdvantages

InexpensiveInexpensive

Learn by doingLearn by doing

Quick feedbackQuick feedback



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JITJIT

StepsSteps Key PointsKey Points1.1. Start MotorStart Motor

2.2. Set Cutting DistanceSet Cutting Distance

3.3. Place paper on cuttingPlace paper on cuttingtabletable

4.4. Push paper up to cutterPush paper up to cutter

NoneNone

Carefully read scaleCarefully read scale--totoprevent wrong sized cutprevent wrong sized cut

Make sure paper is evenMake sure paper is even--totoprevent uneven cutprevent uneven cut

Make sure paper is tightMake sure paper is tight--totoprevent uneven cutprevent uneven cut


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Production job elementsProduction job elements

Assembly process Assembly process Tool Set up Tool Set up

Gauging Gauging Quality Checks Quality Checks Machine Start Up Machine Start Up

Mach

ine Sh

ut Down Mach

ine Sh

ut Down



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Programmed LearningProgrammed Learning

AdvantagesAdvantages

Reduced training timeReduced training time

SelfSelf--paced learningpaced learning Immediate feedbackImmediate feedback

Presenting

questions, facts,

or problems to

the learner

Allowing the

person to

respond

Providing

feedback on the

accuracy of

answers


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Training Methods (contd)Training Methods (contd)

LecturesLectures

AudiovisualAudiovisual--Based training (Reliance,Based training (Reliance, RubaminRubamin))

Simulated or Vestibule training (Mannequins,Simulated or Vestibule training (Mannequins,MockdrillsMockdrills etc.)etc.)

Electronic Performance support systemsElectronic Performance support systems(EPSS)(EPSS)


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Distance and InternetDistance and Internet--Based TrainingBased Training

Virtual Class rooms

Videoconferencing

Internet-Based Training

Learning Portals

Distance Learning

Methods


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Management DevelopmentManagement Development

Assessing the

companys

strategicneeds

(positions to

be filled)

Developing themanagers

Long-Term Focus

of Management

Development

Appraising

managerscurrent

performance


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Succession PlanningSuccession 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)Management Development (contd)

Job

Rotation

(e.g HUL)

Action

Learning (sp.

assignments in

team)

Managerial

On-the-Job

Training

Coaching/

Understudy

Approach


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Management Development (contd)Management Development (contd)

University-Related Programs

Management Games

OffOff--thethe--Job Management TrainingJob Management Trainingand Development Techniquesand Development Techniques

The Case Study Method

Outside Seminars

Executive Coaches

Behavior Modeling

Role Playing(Interpersonal conflict)

Corporate Universities


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Evaluating the Training EffortEvaluating the Training Effort

Designing the StudyDesigning the Study Time series designTime series design

Controlled experimentationControlled experimentation

Training Effects to MeasureTraining Effects to MeasureReactionReaction of trainees to the programof trainees to the program

LearningLearningthat actually took placethat actually took place

BehaviorBehaviorthat changed on the jobthat changed on the jobResultsResults achieved as a result of the trainingachieved 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/.

Documents

Training & Devloping Employees-HRM