HRM: TRAINING AND DEVELOPMENT b.

Understanding the Benefits or Consequence of

Training- The employee must understand that the
training is related to his job, personal and career
TRAINING benefits.
c. Awareness of Training needs, career interest and
- Is the process where people acquire capabilities to goals- the employee must be given the choice of
aid in the achievement of organizational goals. what training program like to attend.
- It is a planned effort of the company to facilitate d. Basic Skills- this refers to the degree of the employer’ s
learning on the job-related competencies. desire to learn the cognitive ability, reading and
writing skills and other technology changes necessary
ORIENTATION in the work environment.
- It is the planned introduction of new employees to
their jobs, co-worker and the organization
- The employees need to know the company policies, THE LEARNING ENVIRONMENT
rules and regulations and the company direction to
adapt to the new working environment. a. Employees need to know why they should learn

TOPICS OF ORIENTATION b. Employees need to see their own experience as bases

for learning
- Company policies, rules and regulations
- Corporate Mission and Vision c. Employees need to have the opportunity to practice
- Company pay system, benefits and other services d. Employees need feedback e. Employees learn by
- Provide overview of job setting and work rules observing and interacting with others
- Introduce the employee to co-workers and the
company working environment f. Employees need training programs to be properly
- Safety rules and health programs coordinated and arranged

A SYSTEMATIC APPROACH TO TRAINING ANALYZING TRAINING NEEDS

THE DEVELOPMENT OF INTELLECTUAL CAPITAL The immediate and specific needs of a company are
determining factors in the selection of the training courses
a) Basic skills- skills needed to perform one ’s job and materials. Standard as to the amount of training that
effectively should be provided for each type of job may not be
b) Advanced skills- the use of technology to share readily established, as many other factors must be
with other employees. considered such as liability and experience of the learner
c) Understanding of the Customer Needs- the and experience of the learner and the complexity of the
global market is quality competitive. things to be learned.

INTEGRAL INTSTRUCTIONAL PROCESS TRANSFER OF TRAINING

ASSESSMENT PHASE It is the practical application of what was learned in the
1. Organizational Analysis- the specific source of program. Immediate supervisors and peers support
information and operational measures or an opportunity to practice what was learned the technology
organization level needs analysis. in the work area and self-management skill influence the
2. Task Analysis- The job description and the job climate of transfer
specifications provide information on the
performance expected and the skills necessary for
employees to accomplish the required work. SELECTING THE TRAINING METHODS
3. Individual Analysis- The use of performance appraisal
data in making this individual analysis is the most a. Presentation Method- is the passive receipt of
common approach information that includes the traditional instructions,
distance learning and audiovisual techniques.
b. Hands-on Training- This refers to the training methods
EMPLOYEES READINESS TRAINING that require OJT, business games, case studies
behavior modelling, interactive videos and web-
The following factors influence the motivation to learn: based training.
a. Self-efficacy-it is the employee’s belief that he can c. Group building method- It helps trainees share ideas
successfully learn the content of the training. and experiences, build group or team identity,
 understand the dynamics of interpersonal relationship d. Assistant-to-the Position- this is the assignment of an
and get to know their own strengths and weaknesses. assistant from one job to another.
e. Job Enlargement- refers to adding challenges or new
responsibilities to the employees’ current job.
EVALUATING TRAINING PROGRAM f. Mentoring- employees can develop skills and
increase their knowledge about the company and its
a. Learning- it represents the level of how well the operation by interacting with more experienced
trainees have learned facts, ideas, concepts, theories organization members.
and attitudes.
b. Behavior- there must be change in the work attitude
and behavior of the trainee after the training. OFF-SITE or OUTSIDE DEVELOPMENT INTERVENTIONS
c. Results- employer evaluate results by measuring
effects of training on the achievement of This technique can be effective because the individuals
organizational objectives. are given the opportunity to get away from the job and
concentrate solely on what is to be learned.

The ff are some of the developmental programs;

CRITERIA FOR EVALUATION OF TRAINING
a. Formal Education- the company’s sends the
a. Determine what to measure- decide before you employee to formal seminars, workshops and other
begin training what you want to change. training programs offered by training consultants and
b. Establish the Baseline line. - make sure you know the agencies.
level of performance before training begins b. Team Building- these organizational interventions are
c. Isolate Variables- one variable is the Hawthorne usually conducted away from work about three to
studies, named after a General Electric Plant that four days.\
was studied in landmark performance experiment c. Case Studies- this is a classroom type of training
several years ago techniques that provides a medium through the
d. Measure attitude- this goes back to the problem of application of management behavior concepts and
measuring initial reactions, but it is valuable in the analysis.
overall evaluation. d. Role Playing- is a development technique requiring
e. Measure performance- go back to your base line the trainee to assumes a role in a given situation and
and see what the results of the training are in terms of act the behavior associated with it.
the criteria you have established. e. Simulation- these are the business games developed
HUMAN RESOURCE DEVELOPMENT by human resource experts that require the
participants to analyze situation and decide the best
Development refers to formal education, job experience, course of action based to the given data.
relationships, and assessment of personality and abilities
that employees prepare for the future.

HUMAN RESOURCE DEVELOPMENT APPROACHES

In-House or on Company Site- the planned activities that

could be developed within the company or whole the
employee is at work are those activities that will enhance
employee’s potential to assume other jobs that the
company needs in its operation

IN-HOUSE APPROACHES

a. Management Coaching- the immediate supervisor

coaches the subordinate’s employee in performing
certain functions that are necessary for its
achievement.
b. Committee Assignments- assigning promising
employees to important committees can give the
employees a broadening exercise.
c. Job Rotation- this is the process of shifting employees
from one job to another.