DPB50123

HUMAN RESOURCE MANAGEMENT

CHAPTER 4: TRAINING AND

DEVELOPMENT
[(06:02)/CLO1/C2/PLO1/TEST )
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SYNOPSIS

Definition, purpose and forms of

orientation, importance of training
and development to the organization,
training needs analysis, training
approach, methods and HRDF.
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At the end of the chapter, student should

be able to;
4.1 Discuss the concept of training and development in
organization
4.1.1 Define training
4.1.2 Compare between training, development and
education
4.1.3 Interpret the benefits of training and development
to the organization
4.1.4 Explain the training needs analysis

4.2 Explain employee orientation in organization

4.2.1 Define employee orientation
4.2.2 Identify the purpose of orientation
4.2.3 Interpret types of orientation

4.3 Compare training approach and its common methods

4.3.1 Explain training approach and its common methods
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4.1 CONCEPT OF TRAINING AND

DEVELOPMENT
I T I Training and Development (T&D) is the
F I N
DE ON
heart of a continuous effort designed to
improve employee competency and
organizational performance.
The most common elements include
training, career development,
organizational development, and
organizational
Organization development (OD) islearning.
a planned and
systematic attempts to change the organization,
typically to a more behavioral environment.

A learning organization is a firm that recognizes the

critical importance of continuous performance-
related T&D and takes appropriate action.
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4.1.1 DEFINE TRAINING

I T I Training is the organizational activity

F I N which aims to improve an employee’s
DE ON current performance.
Nadler(1984)
Training consist of an organization’s planned efforts
to help employee acquire job-related knowledge,
skills, abilities and behaviors with the goal of
applying these on the job.
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4.1.2 DISTINGUSH TRAINING, DEVELOPMENT

AND EDUCATION
CONCEPT OF TRAINING
 Training provides learners with the knowledge
and skills needed for their present jobs.
 Showing a worker how to operate a lathe or a
supervisor how to schedule daily production
are examples of training.

CONCEPT OF DEVELOPMENT
 Development
EMPLOYEEinvolves 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.
 Employee development is future-oriented
training, focusing on the personal growth of
the employee.
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4.1.2 DISTINGUSH TRAINING, DEVELOPMENT

AND EDUCATION

CONCEPT OF EDUCATION
 Consists of activities designed to prepare
employee for future jobs.
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4.1.2 TRAINING AND DEVELOPMENT

PROCESS
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4.1.3 THE BENEFITS OF TRAINING &

DEVELOPMENT TO THE ORGANIZATION
1. IMPROVED EMPLOYEE
PERFORMANCE
 The training will give the employee a greater
understanding of their responsibilities within their role,
and in turn build their confidence.
 This confidence will enhance their overall performance
and this can only benefit the company.
 Employees who are competent and on top of changing
industry standards help your company hold a position as
a leader and strong competitor within the industry.
2. IMPROVED EMPLOYEE SATISFACTION
 The investment in training that a company makes shows
AND MORALE
employees that they are valued. The training creates a
supportive workplace.
 Employees may gain access to training they wouldn’t
have otherwise known about or sought out themselves.
 Employees who feel appreciated and challenged through
training opportunities may feel more satisfaction toward
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4.1.3 THE IMPORTANCE OF TRAINING &

DEVELOPMENT TO THE ORGANIZATION
3. INCREASED PRODUCTIVITY AND
ADHERENCE
 ProductivityTOusually
QUALITY STANDARDS
increases when a company
implements training courses. Increased efficiency in
processes will ensure project success which in turn will
improve the company turnover and potential market
share.
4.INCREASED INNOVATION IN NEW
STRATEGIES AND PRODUCTS
 Ongoing training and upskilling of the workforce can
encourage creativity. New ideas can be formed as a
direct result of training and development.
5. REDUCED EMPLOYEE TURNOVER
 Staff are more likely to feel valued if they are invested in
and therefore, less likely to change employers.
 Training and development is seen as an additional
company benefit. Recruitment costs therefore go down
due to staff retention.
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4.1.4 TRAINING NEEDS ANALYSIS (TNA)

O, I, T A successful TNA will identify those who need
I T I
F I N training and what kind of training is needed.
DE ON The training and development needs
assessment helps companies determine
whether training is necessary. It may be
determined by conducting analyses on three
levels which
A. ORGANIZATIONAL include
ANALYSIS -Oorganization, task, and
individual.
 Organizational analysis focuses on the firm’s strategic
mission, goals, and corporate plans are studied, along
with the results of strategic HR planning.
 Training needs analysis at the organizational level will
help identify training programs that would help achieve
the strategic business objectives of the organization.
 Without knowing the goals of the organization, it is
impossible to determine if training is actually necessary
or not.
 AnB.analysis
INDIVIDUAL
of theANALYSIS
potential -participants
I and instructor
involved in the process. This is to determine individual
training needs, and type of analysis is based on
performance appraisal and interviews.
 This analysis focuses on the individual workers required
training to achieve the desired efficiency.
 Finding the answers to questions such as
- Who needs to be trained?
- What kind of knowledge, skills, and abilities (KSAs) do
they need?

C. TASK ANALYSIS - T
 This is an analysis of the job and the requirements for
performing the work.
 Focuses on the tasks required to achieve the firm’s
purposes.
 This analysis can help identify the knowledge and skills
required for specific job tasks and correlate these
requirements to the workforce’s actual knowledge and
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4.2 EMPLOYEE ORIENTATION (induction) IN

ORGANIZATION
Employee orientation is
the process of
introducing new hires to
their jobs, co-workers,
It allows employees the responsibilities, and
chance to feel workplace.
Effective employee orientation
comfortable within their answers any questions or
new teams, concerns a new colleague may
departments, and roles have, makes them aware of
within the company. company policies and
expectations, and eases them
DEFINITION comfortably into their new
positions.
A procedure for providing new employees with basic
.
. background information about the firm.
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4.2.1 EMPLOYEE ORIENTATION

ORIENTATION CONTENT

Company
organizati
The daily on and
routine operation
Personnel
Informatio s
policies
n on
employee
benefits
Safety Facilities
measures tour
and
regulation
s
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4.2.2 THE PURPOSE OF EMPLOYEE

ORIENTATION
Introduction the
organization to Reduce employee’s
01 workers
05 turnover

Helping new
employees overcome Save time for
02 problem of worry, 06 supervisor
anxiety & shame
Providing
Increasing the information on
acceptance of new tasks and
03 worker towards the 07 performance
organization expectation
Easing new
Increasing the employees’
commitment of 08
04 new worker
adjustment to the
organization.
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4.2.2 THE PURPOSE OF EMPLOYEE

ORIENTATION
INTRODUCTION THE
ORGANISATION TO WORKERS
01
Process socialization carried out by an organisation to help new employees
adapt new environment and surroundings organization as well as their new
colleague.

HELPING NEW EMPLOYEES

OVERCOME PROBLEM OF WORRY,
02 ANXIETY & SHAME
Any employee, when put into a new, strange situation, will experience
anxiety that can impede his or her ability to learn to do the job. Proper
orientation helps to reduce anxiety that results from entering into unknown
situation, and helps provide guidelines for behaviour and conduct, so the
employees does not have to experience the stress of guessing.

INCREASING THE ACCEPTANCE OF NEW

03 WORKER TOWARDS THE ORGANISATION

It helps in making new employees feel welcome and comfortable in their new
environment, where they can feel that they belong. Usually, new employees
will feel awkward and shy, leading to discomfort and feeling of isolation.
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4.2.2 THE PURPOSE OF EMPLOYEE

INCREASINGORIENTATION
THE COMMITMENT
OF NEW WORKER
04
It is important to have a formal and consistent orientation programme for all
new employees. An employee will feel more like a part of team if there is
interest demonstrated in their success from the beginning.

REDUCE EMPLOYEE’S
TURNOVER
05 Employee turnover increases as employees feel they are not valued, or put in
position where they cannot possibly do their jobs. Orientation shows that the
organisation values the employees and helps provide tools necessary for
succeeding in the job.

SAVE TIME FOR THE

SUPERVISOR
06
To save time for supervisors and co-workers, it is simply put, the better the initial
orientation, the less likely supervisors and co-workers and will have to spend time
teaching the employee.
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4.2.2 THE PURPOSE OF EMPLOYEE

ORIENTATION
PROVIDING INFORMATION ON
TASKS AND PERFORMANCE
07 EXPECTATION
To develop realistic job specification, positive attitudes and job satisfaction, it
is important that employees learn early on what is expected of them, and
what to expect from others, in addition to learning about the values and
attitudes of the organization. While people can learn from experience, they
will make many mistakes that are unnecessary and potentially damaging.

EASING NEW EMPLOYEES’

ADJUSTMENT TO THE
08 ORGANIZATION.
The benefit of orientation are clear and visible to both the new employee and
the organization. The organization benefits from such factors as reduced
turnover or improved productivity. Another benefits of a systematic
orientation to the new employee is feeling valued and ‘fitting in’ to the new
job more easily and quickly. Fewer mistakes are made by the new employees
who are more contented.
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4.2.3 TYPES OF EMPLOYEE ORIENTATION

1. 2.
i. organization

INFORMAL FORMAL
ORIENTATION ORIENTATION ii. department

Usually unplanned
and simply entails an A proper and planned
introduction to the orientation program is
new employee about carried out before the
the job and new employee is
organization. onboard.
He/she is left by
himself/herself to The purpose is to
acquaint with the acquaint him/her with
work environment and the work environment.
the team
Tends to be brief- Duration over a couple
lasting one hour or of weeks or months.
even less.
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4.2.3 TYPES OF EMPLOYEE ORIENTATION

Most formal programmed consist of three
FORMAL stages
ORIENTATIO specific
a general
N introduction to the
orientation to follow-up
the meeting
company
department

Organizational Department
i Level ii Level
 Conducted by the HR  Conducted by the supervisor
specialists  Supervisors outline mainly
 The covers such areas as job duties.
organizational issues,  Familiarize new employee
employee benefits, and with the head office,
introductions. department, team, manager
 It comprises of the site visit and colleagues.
and tour, to make the  The new employee is
employee acquainted with the introduced to job profile. Also
workplace, lunch area, enlightened upon the
washrooms, parking lot, fire individual roles, authority,
exits, emergency equipment responsibilities and duties (as
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4.3 TRAINING APPROACH AND METHODS

Training approach can divide by 2:
It is Off the Job Training & On the Job Training.

a. OFF THE JOB TRAINING b. ON THE JOB TRAINING

1) Coaching
1)Lectures and conferences
2) Mentoring
2)In-basket training
3) Job rotation
3)Simulation exercise
4) Apprenticeship
4)Vestibule training

Different tasks performed will require different

set of tools to be used. Therefore, HR needs
various methods of training programmed.
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4.3.1 TRAINING APPROACH AND METHODS

T H E
a. ON On The Job Training is an informal T&D method
JOB that permits an employee to learn job tasks by
I NI NG actually performing them.
TRA

1. Coaching

The trainee is placed under a particular supervisor who

functions as a coach in training the individual. The
supervisor provides feedback to the trainee on his
performance and offers him some suggestions for
improvement.
Coach act as a mentor, focus about performance of trainee.
The coach has greater experience or expertise than the
protégé and is in the position to offer wise advice and these
coaches are experts most of the time outside consultants.
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4.3.1 TRAINING APPROACH AND METHODS

2. Job Rotation
Job rotation involves the movement/ transfer of employees to
another department within a similar job scope so that they
can attain the understanding of different functions and
processes of an organization.
Provides opportunities for employees to learn various skills
related to their new job and allow employees to build a good
rapport with a wide range of individual in organization.

3. Mentoring

Mentoring provides guidance and clear understanding of how the

organization goes its vision and mission to the junior employee.

It is again a one-to-one training method, where the manager is

considered as a mentor to the subordinate and guides him in the
situations of difficulty.
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4.3.1 TRAINING APPROACH AND METHODS

4. Apprenticeship
Apprenticeship is a formalized method of training that
combines classroom education with on-the-job work under
close supervision. The workers learn skills requires for
performing the specialized job. Trainees work as apprentices
under the direct supervision of experts for long periods of
time (2-5 years)
The training curriculum is planned in advance and conducted
in careful steps from day to day. Most trade apprenticeship
programs have a duration (2-5 years) before an apprentice is
considered completely accomplished in that trade or
profession.
This method is appropriate for technical areas such as
training in crafts for job of a craftsman, training as cloth
designer for job of fashion designer which is proficiency in a
job is the result of a relatively long training or apprenticeship
period.
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4.3.1 TRAINING APPROACH AND METHODS

Off The Job Training is a type in which the
employees training is conducted at a different
F F T HE location away from the actual work site. Here
B. O NG
A IN I employees are trained mainly using a theoretical
JOB TR
approach unlike on the job training.
1. Lectures and Conferences
Lectures and conferences are the traditional and direct
method of instruction. Every training programmed starts with
lecture and conference. It’s a verbal presentation for a large
audience.
2. Vestibule Training
Vestibule Training is a term for near-the-job training, as it
offers access to something new (learning). In vestibule
training, the workers are trained in a prototype environment
on specific jobs in a special part of the plant.
An attempt is made to create working condition similar to the
actual workshop conditions. After training workers in such
condition, the trained workers may be put on similar jobs in
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4.3.1 TRAINING APPROACH AND METHODS

Simulation is any artificial exactly similar to
3. Simulation the actual situation. There are four basic
Exercise simulation technique used for imparting
training such as management games, case
study, role playing and in-basket training.
Management Games - Are a 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
Case Study - T&D methodsituation.
in which trainees are expected to
study the information provided in the case and make decisions
based on it.
Role Playing – this method need trainees to become active
simulation for situation under the guidance of a trainer. The
employees take on role and act out the scene as though it
were real.
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4.3.1 TRAINING APPROACH AND METHODS

4. In-basket training
Is a training & development method in which the participant
is asked to establish priorities for and then handle a number
of business papers, e-mails, texts, memoranda, reports, and
telephone messages that would typically cross a manager’s
desk.
The messages, presented in no particular order, call for
anything from urgent action to routine handling. The
participant is required to act
on the information contained in these messages.
In this method, the trainee assigns a priority to each
particular situation before making any decisions. This form of
training has been quite beneficial
to help predict performance success in management jobs.
Assessment centers commonly make use of this method in
the selection process.
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