HRM Chapter 5

• Training – the process where people acquire capabilities to aid in the achievement of organizational goals.
• A company’s planned effort to facilitate learning on the job-related competencies

  Training
• Goal of training: For employees to master the required knowledge, skills and behaviors and to apply them in day-to-day activities
• Orientation – is the planned introduction of new employees to their jobs, co-workers, and the organization.
• Systematic Approach to Training - is used to gain a competitive advantage and to create an intellectual capital.
• The development of intellectual capital includes:

  Basic skills

  Advanced skills

  Understanding of customer needs
• to meet global demand for quality

  Understanding of customer needs
• Integral Steps in the Instructional Processes of Training Programs

  Conducting needs assessment

  Ensuring employees’ readiness for training

  Creating the learning environment

  Ensuring transfer of training

  Selecting training methods

  Evaluating training programs
• • Training help organization accomplish its objectives

  • In HR planning, KSAs needed are identified

  • Organizations should respond to technological changes and

  prepare their employees before their technical skills become

  obsolete

  Needs Assessment Phase
• Organization analysis - the specific source of information and operational measures or an organization level of analysis
• Conducting needs assessment

  a . Organizational analysis

  b. Person Analysis

  c. Task Analysis
• is a permanent change in behavior

  Learning
• Presence of positive attitude — the desire of the trainee to learn
• Show motivation to gain more knowledge, behavior change or skill acquisition.
• • Practicing what was learned

  • Needs support of immediate supervisors and peers

  • The technology in the work area and self-management skills influence the climate of transfer

  Transfer of Training
• Transfer of training is the practical application of what was learned in the program.
• Selecting the Training Methods - A number of different methods can be used to help employees acquire new knowledge, skills and behavior.
• Selecting the Training Methods:

  Presentation Method

  Hands-on Training

  Group Building Method
• Presentation Method - is the passive receipt of information that includes the traditional instructions, distance learning and audiovisual techniques.
• Hands-on Training — This refers to the training method that require on-thejob training, simulation, business games, case studies, behavior modeling, interactive videos and web-based training.
• Group Building Method - It helps trainees share ideas and experiences, build group or team identity, understand the dynamics of interpersonal relationships and get to know their own strengths and weaknesses and those of their co-workers.
• Evaluating the Training Program - compares the post-training results to the objectives expected by the management, trainers and trainees.
• Employees’ Readiness for Training - The employees must set a positive tone for training.
• Factors that influence the motivation to learn:

  • Self-efficacy

  • Understanding the benefits or consequences of training

  • Awareness of training needs, career interest and goals

  • Basic skills
• Self-efficacy – belief that he can successfully learn the content of the training
• Understanding the Benefits or Consequences of Training — The employee must understand that the training is related to his job, personal and career benefits as it may include process or procedures to make his work easier and is needed due to change in work technology.
• Awareness of Training Needs, Career Interest and Goals — The employee must be given the choice of what training program he would like to attend.
• Basic Skills — This refers to the degree of the employee’s desire to learn the cognitive ability, reading and writing skills, and other technology changes necessary in the work environment.
• Learning - It represent the level of how well the trainees have learned facts, ideas, concepts, theories and attitudes.
• Behavior - There must be a change in the work attitude and behavior of the trainee after the training.
• Results - Employer evaluate results by measuring effects of training on the achievement of organizational objectives.
• Determine what to measure – Decide what you want to change
• Establish the base line – Know the level of performance before and compare to training effects
• Isolate variables – Example is the Hawthorne Effect: employees improve their performance simply because of the attention of the research study, not because of any changes in their working condition.
• Measure attitudes – measuring initial reactions, if they like the training, or if they think it was valuable.
• Measure performance – compare the results with the performance before the training. Track performance over a long period of time to be sure the improvement is established
• Development – refers to formal education, job experiences, relationships, and assessments of personality and abilities that employees prepare for the future
• The following processes are used in the assessment:

  Assessment Centers

  Psychological Testing

  Performance appraisal
• Human Resources Development Approaches

  1. In-House Development Approach
  2. Off-Site Development Interventions
• In-House Development Approach

  Management Coaching

  Committee assignments

  Job rotation

  Assistant-to-the Position

  Job enlargement

  Mentoring