2. COURSE LEARNING OUTCOMES
• CLO 2 : Illustrate properly the procedures
and processes in managing human
resource (C3)
• CLO 3 : discuss the importance of
managing human resource effectively in
achieving organizational goals (A2)
PB501/Haniza/PSA
3. List of contents
• the concept of staff orientation and human
resource development
• human resource development
• training program methods
PB501/Haniza/PSA
4. The concept
• Staff orientation : Help new executives quickly
learn organization’s structure, culture, and
politics so they can start making contributions to
organization as soon as possible
• HRD : Training and development (T&D) - Heart
of a continuous effort designed to improve
employee competency and organizational
performance
PB501/Haniza/PSA
5. Factors Influencing T&D
• Top management support
• Technological advances
• World complexity
• Learning styles
• Other human resource functions
PB501/Haniza/PSA
6. Orientation
• Initial T&D effort
designed for employees
• Strives to inform them
about company, job,
and workgroup
PB501/Haniza/PSA
7. Purposes of Orientation
• Employment situation
• Company policies and rules
• Compensation and benefits
• Corporate culture
• Team membership
• Employee development
• Dealing with change
• Socialization
PB501/Haniza/PSA
8. Who is responsible?
• Often joint responsibility of training
staff and line supervisor
• Peers often excellent information
agents
PB501/Haniza/PSA
9. Human Resource Development
• Training - Provides learners with the
knowledge and skills needed for their present
jobs
• Development - Learning that goes beyond
today’s job and has a more long-term focus
• Prepares employees to keep pace with
organization as it changes and grows
PB501/Haniza/PSA
11. Training and Development (T&D) Process
External Environment
Internal Environment
Determine Specific T&D
Needs
Establish Specific T&D
Objectives
Select T&D Method(s)
and Delivery System(s)
Implement T&D Programs
Evaluate T&D Programs
13. Determining Specific Training
and Development Needs
A systematic approach to
addressing bona fide needs
must be undertaken
Organizational analysis
Task analysis
Person analysis
PB501/Haniza/PSA
14. T&D Methods
• Instructor-Led
• Case Study
• Behavior Modeling
• Role Playing
• Business Games
• In-Basket Training
• On-the-Job Training
• Job Rotation
• Internships
• Apprenticeship Training
PB501/Haniza/PSA
15. Instructor-Led
• Continue to be
effective for many
types of employee
training
• Convey great deal of
information in
relatively short time
PB501/Haniza/PSA
16. Virtual Instructor-Led
• Enables students to do
practically anything they could
do in traditional classroom
• Blackboard Learning System -
Software application for
delivering education online
PB501/Haniza/PSA
17. In-Basket Training
Participant is asked to establish
priorities for and then handle
number of business papers or e-
mail messages such as
memoranda, reports, and
telephone messages that would
typically cross a manager’s desk
PB501/Haniza/PSA
18. Role Playing
• T&D method where participants respond to
specific problems they encounter in jobs by
acting out real-world situations
• Used to teach such skills as:
– interviewing
– grievance handling
– performance appraisal reviews
– conference leadership
– team problem solving
– communication
PB501/Haniza/PSA
19. Mentoring
• Approach to advising, coaching, and
nurturing, for creating practical relationship
to enhance individual career, personal,
and professional growth and development
• Mentor may be located elsewhere in
organization or in another firm
• Relationship may be formal or informal
PB501/Haniza/PSA
21. On-the-Job Training
• Informal T&D method that permits
employee to learn job tasks by
actually performing them
• Most commonly used T&D method
• No problem transferring what has
been learned to the task
PB501/Haniza/PSA
22. Job Rotation
• Employees move from
one job to another to
broaden experience
• Helps new employees
understand variety of
jobs
PB501/Haniza/PSA
24. Blended Training
• Firms utilize a number of methods
for imparting knowledge and skills to
workforce
• Usually more than one method,
called blended training, is used to
deliver the training
PB501/Haniza/PSA
25. Case Study
• T&D method in which
trainees study the
information provided
in the case and make
decisions based on it
• Used in classroom
with instructor who
serves as facilitator
PB501/Haniza/PSA
26. Behavior Modeling
• T&D method where person learns by copying or
replicating behaviors of others to show
managers how to handle various situations
• Examples - Conducting performance appraisal
reviews, correcting unacceptable performance,
delegating work, improving safety habits,
handling discrimination complaints, overcoming
resistance to change, orienting new employees,
and mediating individuals or groups in conflict
PB501/Haniza/PSA
27. Business Games
Participants 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
PB501/Haniza/PSA
28. Internships
• Training approach where university
students divide time between attending
classes and working for organization
• Excellent means of viewing potential
permanent employee at work
• Students are enabled to integrate theory
with practice
PB501/Haniza/PSA
29. Apprenticeship Training
• Combines classroom
instruction with on-the-job
training
• Traditionally used in craft
jobs
• Apprentice earns less
than master craftsperson
who is instructor
PB501/Haniza/PSA
