CHAPTER 5

• Describe the key characteristics of an effective

orientation program
• Explain the meaning of training and development
Learning • Understand the importance of T&D to
Objectives organizational success
• Explain the need for a systematic approach to T&D
• Outline T&D process and implementation
 Employee orientation
• employee orientation (often now called onboarding) : A procedure for providing
new employees with basic background information about the organizations.
• Four things should be considered when orienting new employees:
1. Make the new employee feel welcome and at home and part of the team.
2. Make sure the new employee has the basic information to function effectively,
such as e-mail access, personnel policies and benefits, and expectations in terms
of work behavior.
3. Help the new employee understand the organization in a broad sense (its
past, present, culture, and strategies and vision of the future).
4. Start socializing the person into the organization’s culture and ways of doing
things.
 The orientation process

before on the subsequent after

the first first day days about 02
day weeks

▷ the new hire

▷ speak with the
▷ Receipt of a welcome ▷ The orientation program meet
▷ Preferably, arrange new employee to
note, first-week colleagues in
talk through any
schedule, essential colleagues to take the new other
concerns.
instructions hire to lunch. departments
 establish
clear goals

know what
make it
new hires
enjoyable
want
Elements impact
the orientation process elements of
effective
orientation

create start before

connections 'day one' on
& networks the job

provide
multiple short
sessions
 Training & Development

• Training provides learners with the knowledge and skills needed for their
present jobs. Showing a worker how to operate a machine/equipment or a
supervisor how to schedule daily production are examples of training.
• Development involves learning that goes beyond today’s job and has a more
long-term focus. It prepares employees to keep pace with the organization as it
changes and grows .

T&D activities have the potential to align organization’s employees with its
corporate strategies. Some possible strategic benefits of T&D include employee
satisfaction, improved morale, higher retention, lower turnover, improved hiring,
a better bottom line, and the fact that satisfied employees produce satisfied
customers
 Aligning Strategy & Training

The employer’s strategic plans should govern its training goals and
programs.
Training and Development Process
1. Determine Specific Training and Development Needs
A training and development needs assessment helps companies determine whether
training is necessary. It may be determined by conducting analyses on three levels, which
include organization, task, and person .
 Organizational Analysis : Training needs assessment activity, which focuses on the
firm’s strategic mission, goals, and corporate plans are studied, along with the results of
strategic HR planning.

Task Analysis : A training needs assessment activity, which focuses on the tasks
required to achieve the firm’s purposes.

Person Analysis: A training needs assessment activity that focuses on finding answers
to questions such as Who needs to be trained? What do they need to do differently from
what they’re doing today? What kind of knowledge, skills, and abilities (KSAs) do
employees need?
2. Establish Training and Development Program Objectives

- T&D must have clear and concise objectives and be developed to achieve
organizational goals. Without them, designing meaningful T&D programs
would not be possible. Worthwhile evaluation of a program’s effectiveness
would also be difficult.
- Objectives must be SMART (Specific, Measurable, Attainable , Relevant,
Time-Bound)
3. Training Methods
• Classroom method
• E-learning
• Case study
• Behavior modeling
• Role playing
• Business games
• In-basket training
• On-the-job training
• Apprenticeship training
• Team training
• Team coordination training
• Cross-training
• The classroom method: the instructor physically stands in front of learners s
and give lectures.
• E-learning: The T&D method for online instruction using technology- based
methods such as the DVDs, company intranets, and the Internet
• Case study: T&D method in which trainees are expected to study the
information provided in the case and make decisions based on it.
• Behavior modeling: T&D method that permits a person to learn by copying
or replicating behaviors of others to show managers how to handle various
situations.
• Role-playing: T&D method in which participants are required to respond to
specific problems they may encounter in their jobs by acting out real-world
situations.
• Business games: T&D method that permits participants to assume
roles such as president, controller, or marketing vice-president of
two or more similar hypothetical organizations and compete
against each other by manipulating selected factors in a particular
business situation.
• In-basket training: T&D method in which the participant is asked
to establish priorities for and then handle a number of business
papers, e-mail messages, memoranda, reports, and telephone
messages that would typically cross a manager’s desk.
• On-the-job training (OJT) : An informal T&D method that
permits an employee to learn job tasks by actually performing
them.
• Apprenticeship training: Training method that combines
classroom instruction with on-the job training.
• Team training: Training focused on teaching knowledge and
skills to individuals who are expected to work collectively
toward meeting a common objective.
• Team coordination training: Team training focused on
educating team members how to orchestrate the individual work
that they do to complete the task.
• Cross-training: Type of training for educating team members
about the other members’ jobs so that they may perform them
when a team member is absent, is assigned to another job in the
company, or has left the company altogether
4. Implementing Training and Development Programs

-A perfectly conceived training program will fail if management cannot

convince the participants of its merits.

- Participants must believe that the program has value and will help them
achieve their personal and professional goals.

- A long string of successful programs certainly enhances the credibility of

T&D.
5. Evaluation

▷ The Four Levels of T&D Evaluation by D. L. Kirkpatrick (1950s)

Level 4 - RESULTS ▷ most important, ask, “What results did we achieve, in terms
of the training objectives previously set?
Level 3 - BEHAVIOR ▷ ask whether the trainees’ on-the-job behavior changed
because of the training program
Level 2 - LEARNING ▷ test to determine whether the trainees learned what they were
supposed to learn.
Level 1 - REACTION ▷ evaluate trainees’ reactions to the program
 Factors Influencing T&D

Top management Shortage of skilled Technological

support workers advances

Other human
Global complexity Learning styles resource functions
Career Development

Formal approach used by

organization to ensure Career development must
people with proper closely parallel individual
qualifications and career planning.
experiences are available
when needed
Career Planning

Ongoing process whereby an individual:

Sets career goals

Identifies means to achieve them

Does not necessarily entail promotions

Should evaluate abilities and interests

Career Development Objectives

Satisfaction of employees’ specific development needs Improvement of performance

Increased employee loyalty, motivation, and retention

Method of determining training and development needs

Effective development of available talent

Self-appraisal opportunities for employees considering new or nontraditional career

paths
Demonstration of tangible commitment to developing diverse work environment
 IN SUMMARY

Orientation training
• provide new employees with the information they need to function and helping them start being
emotionally attached to the firm.
Employee training
• the process of teaching new or current employees the basic skills they need to
perform their jobs.

Training process: ADDIE model

• Analyze – Develop – Design – Implement - Evaluate

Training Needs Analysis

• Strategic TNA to fill new future jobs; Current TNA to improve current performance.
Training methods
• OJT, apprenticeship, informal learning, job instruction training, lectures, programmed learning, audiovisual-
based training, vestibule, video-conferencing, electronic performance support systems, & computer-based
training.
Training evaluation: KIRKPATRICK model
• four levels of evaluation: Reaction – Learning – Behavior – Results
 DISCUSSION
• INCIDENT 1 Training at Keller-Globe
Questions
1. Evaluate Keller-Globe’s approach to training.
2. How might the use of social media assist Lou in training her
employees?
• INCIDENT 2 There’s No Future Here! ( page 243)
Questions
1.Evaluate the career planning and development program at this
company.
2. What actions might have prevented Bob’s resignation?