Chapter 8 Training and Developing Employees potx

© 2008 Prentice Hall, Inc.
© 2008 Prentice Hall, Inc.
All rights reserved.
All rights reserved.
PowerPoint Presentation by Charlie Cook
PowerPoint Presentation by Charlie Cook
The University of West Alabama
The University of West Alabama
1
Human Resource
Human Resource
Management
Management
ELEVENTH EDITION
ELEVENTH EDITION
G A R Y D E S S L E R
G A R Y D E S S L E R
Training and Developing Employees
Training and Developing Employees
Chapter 8
Chapter 8
Part 3 | Training and Development
Part 3 | Training and Development
© 2008 Prentice Hall, Inc. All
rights reserved. 8–2
After studying this chapter, you should be able to:
1.
1.
Describe the basic training process.
Describe the basic training process.
2.

2.
Describe and illustrate how you would go about
Describe and illustrate how you would go about
identifying training requirements.
identifying training requirements.
3.
3.
Explain how to distinguish between problems you can
Explain how to distinguish between problems you can
fix with training and those you can’t.
fix with training and those you can’t.
4.
4.
Explain how to use five training techniques.
Explain how to use five training techniques.
© 2008 Prentice Hall, Inc. All
rights reserved. 8–3
Purpose of Orientation
Purpose of Orientation
Feel
Welcome
and At Ease
Begin the
Socialization
Process
Understand
the
Organization
Know What
Is Expected

in Work and
Behavior
Orientation Helps
New Employees
© 2008 Prentice Hall, Inc. All
rights reserved. 8–4
The Orientation Process
The Orientation Process
Company
Organization and
Operations
Safety Measures
and Regulations
Facilities
Tour
Employee
Orientation
Employee Benefit
Information
Personnel
Policies
Daily
Routine
© 2008 Prentice Hall, Inc. All
rights reserved. 8–5
Analyzing Training Needs
Analyzing Training Needs
Task Analysis:
Assessing New Employees’
Training Needs

Performance Analysis:
Assessing Current Employees’
Training Needs
Training Needs
Analysis
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rights reserved. 8–6
Assessing Current Employees’ Training Needs
Assessing Current Employees’ Training Needs
Performance Appraisals
Job-Related
Performance Data
Observations
Interviews
Assessment Center
Results
Individual Diaries
Attitude Surveys
Tests
Methods for
Identifying
Training
Needs
© 2008 Prentice Hall, Inc. All
rights reserved. 8–7
Programmed Learning
Programmed Learning
•
Advantages
Advantages


Reduced training time
Reduced training time

Self-paced learning
Self-paced learning

Immediate feedback
Immediate feedback

Reduced risk of error for learner
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
© 2008 Prentice Hall, Inc. All
rights reserved. 8–8
Distance and Internet-Based Training
Distance and Internet-Based Training
Teletraining
Videoconferencing
Internet-Based

Training
E-Learning and
Learning Portals
Distance Learning
Methods
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rights reserved. 8–9
Literacy Training Techniques
Literacy Training Techniques
Testing job
candidates for
basic skills
Instituting basic
skills and literacy
programs
Employer Responses
to Functional Illiteracy
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rights reserved. 8–10
Management Development
Management Development
Assessing the
company’s
strategic
needs
Developing
the managers
and future
managers
Long-Term Focus

of Management
Development
Appraising
managers’
current
performance
© 2008 Prentice Hall, Inc. All
rights reserved. 8–11
Management Development (cont’d)
Management Development (cont’d)
Job
Rotation
Action
Learning
Managerial
On-the-Job
Training
Coaching/
Understudy
Approach
© 2008 Prentice Hall, Inc. All
rights reserved. 8–12
Managing Organizational Change
Managing Organizational Change
and Development
and Development
Strategy TechnologiesCulture
What to Change
Structure Employees
© 2008 Prentice Hall, Inc. All

rights reserved. 8–13
Managing Organizational Change
Managing Organizational Change
and Development (cont’d)
and Development (cont’d)
Overcoming
resistance to
change
Effectively
using
organizational
development
practices
The Human
Resource Manager’s
Role
Organizing
and leading
organizational
change
© 2008 Prentice Hall, Inc. All
rights reserved. 8–14
K E Y T E R M S
employee orientation
employee orientation
training
training
performance management
performance management
negligent training

negligent training
task analysis
task analysis
performance analysis
performance analysis
on-the-job training
on-the-job training
apprenticeship training
apprenticeship training
job instruction training (JIT)
job instruction training (JIT)
programmed learning
programmed learning
simulated training
simulated training
electronic performance support
electronic performance support
systems (EPSS)
systems (EPSS)
job aid
job aid
management development
management development
succession planning
succession planning
job rotation
job rotation
action learning
action learning
case study method

case study method
management game
management game
role playing
role playing
outsourced learning
outsourced learning
behavior modeling
behavior modeling
in-house development center
in-house development center
organizational development
organizational development
controlled experimentation
controlled experimentation