Chapter Ten

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Chapter Ten

• Training, Development, and Organizational Learning

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Chapter Outline

• Purposes of Training and Development
• New Employee Orientation
• Assessing Training and Development Needs
• Designing Training and Development Programs
• Training and Development Techniques and Methods

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Chapter Outline (contd)

• Management Development
• Organizational Development and Learning
• Evaluating Training and Development

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Chapter Objectives

• Identify and describe the purposes of training
  and development.
• Discuss new employee orientation.
• Describe how training and development needs are
  assessed.
• Discuss common training and development
  techniques and methods.
• Discuss the unique considerations in management
  development.

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Chapter Objectives (contd)

• Discuss how organizations, as well as
  individuals, can learn and develop.
• Describe how organizations can evaluate the
  effectiveness of their training and development
  programs.

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Purposes of Training and Development

• Employee training
• A planned attempt by an organization to
  facilitate employee learning of job-related
  knowledge, skills, and behaviors
• Development
• Teaching managers and professionals the skills
  needed for both present and future jobs

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The Nature of Training

• Training usually involves teaching operational or
  technical employees how to do their jobs more
  effectively and/or efficiently.
• Responsibilities for training are generally
  assigned to the HR function.
• In general, training is intended to help the
  organization function more effectively.
• Managers must be sure that productivity can be
  increased through training and that productivity
  gains are possible with existing resources.

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The Nature of Development

• Development is generally aimed at helping
  managers better understand and solve problems,
  make decisions, and capitalize on opportunities.
• Development is often considered a HR function.

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Learning Theory and Employee Training

• Learning
• A relatively permanent change in behavior or
  behavioral potential that results from direct or
  indirect experience
• Learning organization
• An organization whose employees continuously
  attempt to learn new information and to use what
  they learn to improve product or service quality

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Learning and Employee Trainingand Development
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New Employee Orientation

• Orientation
• The process of introducing new employees to the
  organization so that they can become effective
  contributors more quickly
• Goals of orientation
• To reduce anxiety and uncertainty for new
  employees
• To ease the burden of socializing newcomers for
  supervisors and coworkers
• To provide favorable initial job experiences

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Basic Issues in Orientation

• Content of orientation
• Policies and procedures
• Work hours, compensation, schedules, who can
  answer questions
• Overview and introduction to the business
• Length of orientation
• Depends on content
• May include initial orientation and follow-up
• Who will conduct orientation
• HR, managers, union officials, employees

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Sample New Employee Orientation Schedule
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Assessing Training and Development Needs

• Needs analysis
• The assessment of the organizations job-related
  needs and the capabilities of the current
  workforce
• The manager must carefully assess the companys
• Strategy
• Resources available for training
• General philosophy regarding training and
  development
• Decision must be made about training employees
  for current jobs versus for future jobs

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Setting Training and Development Goals

• The organization should know in advance what it
  expects of its employees prior to training.
• The HR manager planning the training must look at
  the current state of affairs, decide what changes
  are necessary, and formulate these changes into
  specific training development goals.
• Goals should be objective, verifiable, and
  specific.

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In-House Versus Outsourced Programs

• In-house training or development program
• Is conducted on the organizations premises
  primarily by the organizations employees
• Content can be tailored to the organization
• Scheduling can be flexible

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In-House Versus Outsourced Programs (contd)

• Outsourced training or development program
• Involves having people from outside the
  organization perform the training
• Cost can be lower than in-house training
• Professional trainers assure quality
• Program may be generic rather than tailored to
  the organization

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Designing Training andDevelopment Programs

• The first steps are outlining and defining
  training and development program content.
• Then define the content, which specifies the
  material that is intended to be taught.
• Another approach is to focus on what is to be
  learned.
• More complex training requires a more complex
  definition of content.

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Selecting Training andDevelopment Instructors

• The most common choices regarding instructors are
  whether to use full-time professional trainers
  (who might be hired from an external firm or are
  part of an in-house training staff) or use
  operating managers.
• These individuals may be experts on the task to
  be taught, but poor instructors.
• Professional trainers is the other choice.

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Training and DevelopmentTechniques and Methods

• Work-based programs
• Tie the training and development activities
  directly to the performance of the task
• On-the-job training
• Having employees learn their job while they are
  actually performing it
• Apprenticeship
• A combination of on-the-job and classroom
  instruction

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Training and DevelopmentTechniques and Methods
(contd)

• Work-based programs (contd)
• Vestibule training
• A work-simulation situation in which the job is
  performed under a condition that closely
  simulates the real work environment
• Systematic job rotation and transfer
• Systematically rotating or transferring the
  employee from one job to another

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Training and DevelopmentTechniques and Methods
(contd)

• Instructional-based programs
• Approach training and development from a teaching
  and learning perspective
• Lecture or discussion approach
• A trainer presents the material to those
  attending the program in a descriptive fashion
• Computer-assisted instruction
• A trainee sits at a personal computer and
  operates software that has been developed
  specifically to impart certain information to the
  individual

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Training and DevelopmentTechniques and Methods
(contd)

• Instructional-based programs (contd)
• Programmed instruction
• The material to be learned is prepared in a
  manual or training booklet, which the individual
  studies at his or her pace

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Training Technology
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Special Needs for Management Development

• Rather than attending a single training program,
  managers may need to participate in different
  programs that span a long time.
• Management development may be subject to
  different opportunities and limitations regarding
  materials, training methods, and modes of
  instruction.
• The learner may need to be an active participant
  in a development program.

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Special Techniques for Management Development

• In-basket exercise
• The trainee must play the role of manager in
  dealing with a hypothetical in-basket of letters,
  memos, reports, phone messages, and e-mail
  messages.
• Leaderless group exercise
• A group of trainees are placed together in a
  group setting and told to make a decision or
  solve a problem.

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Organizational Development

• An effort that is planned systemwide and managed
  from the top of the organization to increase the
  organizations overall performance through
  planned interventions
• Relies heavily on behavioral science technology
• Techniques diagnostic OD, survey feedback OD,
  third-party peacemaking, process consultation

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Organizational Learning

• The process by which an organization learns
  from past mistakes and adapts to its environment
• Begins with individual learning and change
• Depends on social processes and sharing
• Organizational memory
• The collective, institutional record of past
  events

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Evaluating Training and Development

• Performance before training should be measured.
• When training has been completed, all trainees
  should be able to demonstrate capabilities from
  the training.
• For management development, organizations can
  rely on evaluations completed by the trainees
  after a particular training program.

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Design of Training Programs

• General training
• Providing trainees with skills and abilities that
  can be applied in any organization
• May result in increased turnover
• Specific training
• Providing trainees with skills or information
  that is of use only to the present organization