Dessler_HRM16e_PPT_08.pptx HUMAN RESOURCE MANAGEMENT

Dessler_HRM16e_PPT_08.pptx HUMAN RESOURCE MANAGEMENT

1. Human Resource Management Sixteenth Edition Chapter 8 Training and Developing Employees Copyright © 2020, 2017, 2015 Pearson Education, Inc. All Rights Reserved

2. Introduction Socialization, training and development are all used to help new employees adapt to their new organizations and work responsibilities. Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors. HR helps employees become well-adjusted and productive through socialization, training, and development programs. In other words, they’re hired – now what?

3. The Insider-Outsider Passage Socialization , or “onboarding” A process of adaptation that takes place as individual attempts to learn values and norms of work roles adjustments must be made whenever individuals change jobs the most profound adjustment occurs when an individual first enters an organization, i.e., outside to inside

4. The Insider-Outsider Passage The assumptions of employee socialization: Socialization strongly influences employee performance and organizational stability Provides information on how to do the job and ensuring organizational fit. New members suffer from anxiety , which motivates them to learn the values and norms of the organization. Socialization is influenced by subtle and less subtle statements and behaviors exhibited by colleagues, management, employees, clients and others. Individuals adjust to new situations in remarkably similar ways. All new employees go through a settling-in period.

5. The Insider-Outsider Passage The Socialization Process Prearrival Stage : This socialization process stage recognizes that i ndividuals arrive in organization with a set of values, attitudes, and expectations developed from previous experience and the selection process. Encounter stage: The socialization stage where i ndividuals discover how well their expectations match realities within the organization. Where differences exist, socialization occurs to replace the employee with the organization’s standards. Metamorphosis stage : The socialization stage during which the new employee must work out inconsistencies discovering during the encounter stage. Individuals have adapted to the organization, feel accepted, and know what is expected of them.

6. The Insider-Outsider Passage The Socialization Process

7. The Purpose of New-Employee Orientation Orientation Activities that introduce new employees to the organization and work unit may be done by supervisor, HR staff, or some combination can be formal or informal, depending on the organization’s size teaches the organization’s culture, organization’s objectives, history , philosophy, procedures, rules, HRM policies and benefits ,fellow employees Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable

8. The Purpose of New-Employee Orientation Learning the Organization’s Culture The system of sharing meaning within organization that determine how employee acts Every organization, over time, evolves stories, ritual , material symbol and language. An employee who has been properly socialized to the organization’s culture knows what acceptable behavior is and what it is not

9. The CEO’s Role in Orientation Senior management are often visible during the new employee orientation process. CEOs can : Welcome employees. Provide a vision for the company. Introduce company culture -- what matters. Convey that the company cares about employees. Allay some new employee anxieties and help them to feel good about their job choice. The Purpose of New-Employee Orientation

10. HRM’s Role in Orientation Coordinating Role : HRM instructs new employees when and where to report; provides information about benefits choices. Participant Role : HRM offers its assistance for future employee needs (career guidance, training, etc.). The Purpose of New-Employee Orientation

11. Employee Handbook http://humanresources.about.com/od/handbookspolicies/a/sample_handbook.htm lists items that may be included in an employee handbook HR’s permanent reference guide: the employee handbook. a central source for teaching employees company mission history, policies, benefits, culture employers must watch wording and include a disclaimer to avoid implied contracts

12. Employee Training Employee training is now-oriented. Present-oriented that focuses on individual ‘s current jobs. designed to achieve a relatively permanent change in an individual that will improve his or her performance According to Rue and Byars , “Training is a learning process that involves the acquisition of skills, concepts, rules of attitudes to increase the performance of employees.” From Gray Dessler’s point of view, “Training is the process of teaching new employees or present employees the skills that they need to perform their jobs .” Training is about enabling people to gain knowledge, to practice their skills and to shape their attitudes and behavior

13. Employee Development Employee development is future-oriented. That focuses on employee personal growth. Improve current and future management performance by imparting knowledge, changing attitude or increasing skill. viewed as a means of bringing managers up to speed on fundamental management skills such as the basics of finance and marketing and techniques for supervising employees helps employees to understand cause and effect relationships, learn from experience, visualize relationships, think logically. Reasoning ability, analytical, human relation, conceptual skill not only for top management candidates; all employees benefit

14. Difference between training and development. Training aims to improve current skills and behavior ,whereas development aims to increase abilities in relation to some future positions or jobs usually at managerial level. In training, the focus is solely on the current job; in development, the focus is both on the current job and jobs that employees will hold in the future. 3. The scope of training is on individual employees, while the scope of development is on the entire work group or organization

15. 4. Training is job-specific and addresses particular performance and deficits or problems, while development is concerned with the work force’s skills and versatility . 5. Training tends to focus on immediate organizational needs, while development tends to focus on long-term requirements. 6.Training strongly influences present performance levels, while development pays off in terms of more capable and flexible human resources in the long run. Difference between training and development.

16. The ADDIE Five-Step Training Process Analyzing the training need. Designing the overall training program. Developing the course. Implementing training by actually training the targeted employee group. Evaluating the effectiveness of the course.

17. Conducting the Training Needs Analysis Strategic training needs analysis Current employees’ needs analysis Task Analysis Performance Analysis

18. Designing the Training Program Design means planning the overall training program Setting learning objectives Creating a motivational learning environment Make the learning meaningful Make skills transfer obvious and easy Reinforce the learning Ensure transfer of learning on the job

19. Purpose of Training and Development Creating a pool of available and adequate replacement for personnel who may leave or move up in the organization. Enhancing the company’s ability to adopt and use advances in technology. Building a more efficient, effective and highly motivated team. Expansion adequate human resources for expansion into new programs

20. Results or Outcomes Increased quality and quantity of work performance Decrease accidents Increase knowledge, skills, attitudes Decrease costs of management Decrease absenteeism and turnover rates Increase job satisfaction and morale among employees. Increased employee motivation. Increase efficiencies in process. Increase capability to adopt new technologies and products. Reduced employees turnover.

21. Areas of training Organization provide training to their employees in the following areas: Company policies and procedures Specific skills Human Relations Problem solving Managerial and supervisory skills Apprentice training

22. Training Methods On-the-Job Training Coaching or Understudy Job rotation Special assignments Peer training Apprenticeship Training Informal Learning Job Instruction Training Lectures Programmed Learning

23. Training Methods Behaviour modelling Audiovisual-Based Training Vestibule Training Electronic Performance Support Systems (EPSS) Videoconferencing

24. Training Methods Computer-Based Training (CBT) Simulated Learning and gaming Online/Internet-Based Training Learning management System Learning portals Virtual classroom Mobile and micro learning

25. Training Methods Lifelong and literacy training technique Lifelong learning Literacy training Diversity training Team training

26. Steps in the O T J Training (1 of 2) Step 1: Prepare the learner Put the learner at ease. Explain why he or she is being taught. Create interest and find out what the learner already knows about the job. Explain the whole job and relate it to some job the worker already knows. Place the learner as close to the normal working position as possible. Familiarize the worker with equipment, materials, tools, and trade terms. Step 2: Present the operation Explain quantity and quality requirements. Go through the job at the normal work pace. Go through the job at a slow pace several times, explaining each step. Between operations, explain the difficult parts, or those in which errors are likely to be made. Again, go through the job at a slow pace several times; explain the key points. Have the learner explain the steps as you go through the job at a slow pace.

27. Steps in the O T J Training (2 of 2) Step 3: Do a tryout Have the learner go through the job several times, slowly, explaining each step to you. Correct mistakes and, if necessary, do some of the complicated steps the first few times. Run the job at the normal pace. Have the learner do the job, gradually building up skill and speed. Once the learner can do the job, let the work begin, but don't abandon him or her. Step 4: Follow-up Designate to whom the learner should go for help. Gradually decrease supervision, checking work from time to time. Correct faulty work patterns before they become a habit. Show why the method you suggest is superior. Compliment good work.

28. Implementing Management Development Programs Management development any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills Strategy’s role in management development Support succession planning process

29. Management Development Techniques Managerial On-the-Job Training Job rotation Coaching and understudy Action learning Stretch assignments

30. University-related programs Management games Off-the-Job Management Training and Development Techniques The case study method Outside seminars Executive coaches Role playing Corporate universities Management Development Techniques

31. What is training needs assessment (TNA)? A need is not a want or a desire. It is a gap between “what is” and “what ought to be”. Needs assessment is used for identifying gaps and to provide information for a decision on whether the gaps could be addressed through training. The assessment is part of a planning process focusing on identifying and solving performance problems. These performance problems may be related to knowledge, skills and attitudes.

32. What is training needs assessment (TNA)? Training needs assessment (TNA) is usually related to organizational and individual performance. A needs assessment means that the individual assessed has a defined job performance or that an organization has defined objectives and goals. REQUIRED PERFORMANCE ACTUAL PERFORMANCE NEED

33. Why should we conduct a training needs assessment? The primary purpose of the training needs assessment is to ensure that there is a need for training and to identify the nature of what a training program should contain. A training needs assessment provides the information needed for developing a training plan that is based on the learning needs of the participants. It increases the relevance of the training and the commitment of the learners, as they are involved in the preparation of the training design that reflects their expressed needs. Thus, it helps to foster a rapport between the facilitators and the participants. The facilitators can acquire basic knowledge of the strengths and limitations of the participants and the learners can become partners in analyzing their own learning needs.

34. Organization Development The part of HRM that address system-wide change Change agent: Individual responsible for fostering the change effort and assisting employees in adapting to change help employees adapt to the organization’s new organizational development (OD) efforts also force change on employees, whether newly hired or seasoned technology systems processes people

35. Managing Organizational Change Programs Companies often find it necessary to change how they do things. Making changes is never easy.

36. Managing Organizational Change Programs Strategy Technologies Culture What to Change Structure Employees

37. Organization Development Change is a popular topic Two metaphors clarify the change process. calm waters metaphor: unfreezing the status quo, change to a new state, and refreezing to ensure that the change is permanent white-water rapids metaphor: recognizes today’s business environment, which is less stable and not as predictable

38. Lewin’s Change Process Unfreezing Moving Refreezing

39. How to Lead the Change Establish a sense of urgency (need for change). Mobilize commitment to solving problems. Create a guiding coalition. Develop and communicate a shared vision. Help employees to make the change. Consolidate gains and produce more change. Reinforce new ways of doing things. Monitor and assess progress.

40. Evaluating Training and Development Effectiveness Evaluating Training Programs typically, employee and manager opinions are used, these opinions or reactions are not necessarily valid measures influenced by things like difficulty, entertainment value or personality of the instructor performance-based measures (benefits gained) are better indicators of training’s cost-effectiveness

41. Evaluating Training and Development Effectiveness How can HR evaluate training method results when measures aren’t easy to calculate? Level 1 What was reaction to training? Level 2 What was learned? Level 3 Did training change behavior? Level 4 Did training benefit employer? Through Kirkpatrick’s model:

42. Evaluating Training and Development Effectiveness HR can also use performance-based evaluation measures. post-training method: employees’ on-the-job performance is assessed after training pre-post-training method: employee’s job performance is assessed both before and after training, to determine whether a change has taken place pre-post-training with control group method: compares results of instructed group to non-instructed group

43. Evaluating the Training Effort Choosing Which Training Effects to Measure Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results achieved as a result of the training

44. International Training and Development Issues Must teach the culture’s : Training and development is critical to overseas employees. language history politics economy religion social climate business practice may involve role playing, simulations, and immersion in the culture