1. Training is a process of teaching skills needed for a job. It has objectives like improving productivity, preparing employees for better jobs, and boosting morale. 2. A company's training policy involves identifying training needs, recording skills gained, and improving employees to benefit the organization. New employees undergo orientation to adjust to their new roles and environment. 3. Orientation objectives are to create a favorable attitude, provide job information, and acquaint employees with company policies. Improper orientation can result in low performance and increased turnover. The responsibility for training is jointly held by training officers and supervisors.

1. CHAPTER 6
TRAINING AND DEVELOPMENT OF
HUMAN RESOURCES

2. TRAINING IN INDUSTRY
What is Training ?
A training is a process by which someone is taught the
skills that are needed for an art, profession, or job.
What is the Objectives or Purpose of a Training ?
1. Productivity - To make the employee do his job more
efficiently.
2. Effectiveness on the present job - To make the employee
improve or increase his skills or knowledge which the
training endeavors to develop.
3. Qualification for a better job - To prepare him for another
job that is either more difficult or higher in category in
order to overcome obsolescence or inbreeding arising
from the policy of promotion from within.
4. Morale Booster - To improve the employees attitude
toward his job, his fellow workers, his supervisor, and the
firm as a whole.

3. Definition of Terms
The Labor Code defines the different terms used in
training as follows:
1. Human Resources Development – refers to the
process by which the actual and potential labor force
is made to systematically acquire greater knowledge,
skills or capabilities for the nations sustained
economic and social growth.
2. Manpower – is that portion of the population which
has actual or potential capability to contribute to the
production of goods and services.
3. National Manpower Plan – refers to the plan
formulated by the National Manpower Council on the
systematic determination of manpower requirements
and supply of the sectors of the economy over a
future period of time.

4. 4. Training – is the systematic development of the
attitude/knowledge/skill behavior pattern required
for the adequate performance of a given job or task.
5. Training in Vocation – refers to a range of activities,
aimed at providing the skills, knowledge, and
attitudes required for employment in a particular
occupation, group of related occupation or functions
in a field of economic activity.
6. Basic skills Training – refers to the first stage of the
learning process of a vocational character for a given
task, job, occupation or group of occupations, aimed
at developing the fundamental
attitude/knowledge/skill behavior pattern to specified
standards.
7. Further Training – refers to that part of vocational
training which follows basic training, usually within
the framework of a training program or scheme, for
recognized qualifications.

5. 8. Entrepreneurship Training – refers to training schemes
to develop persons for self-employment, or for
organizing, financing and/or managing an enterprise.
9. Cooperative Settlement Training – refers to the
training of a group of young people or farmer families
in modern methods in agriculture and cooperative
living subsequently to organize and locate them in a
cooperative settlement.
10. Instructor Training – is aimed at developig capacities
of persons for imparting attitudes, knowledge, skills,
and behavior patterns, required for specific jobs,
tasks, occupation or group of related occupations.
11. Vocational Preparation Training – refers to a range of
training activities primarily aimed at the youth.

6. COMPANY POLICY ON TRAINING AND
DEVELOPMENT
Management will carry out a continuing practical
and positive program of training and development of its
employees. This is to insure maximum efficiency in the
performance of functions, duties, and responsibilities and
improve employee morale. Supervisors and managers at
all levels shall identify in consultation with the personnel
manager the training needs or development of
employees under their responsibilities. Each employee
shall be responsible to improve himself in order to
become more useful to the organization with the help
and guidance of his supervisor. All training or
improvement in knowledge and skill which an employee
has received whether inside or outside the company
should be recorded in his personnel records.

7. ORIENTATION OR INDUCTION OF NEW
EMPLOYEES
What is Orientation ?
Orientation is the planned and guided program of
adjustment of a new employee to his company, his job
and his associates in that job. It is a joint responsibility of
the personnel department and the supervisor of the new
employee.
Orientation Includes:
1. The introduction of new employees to the job.
2. The refresher training of workers already on the rolls
for their training to changes in methods, procedure,
and working conditions.

8. Objectives of Orientation or Induction Program:
1. Create in the new employee a favorable attitude
and to adjust him to his new environment.
2. Provide the new employee with basic
information relative to the requirements of his
job.
3. Acquaint him with company policies,
procedures, and regulations pertaining to
discipline, safety, hours of work, incentives,
promotions, transfers, and the like.
4. Arouse the employees interest in the
importance of the business and the products of
the company.
5. Follow-up on his performance.

9. Why Induction or Orientation is
Necessary ?
• Induction or Orientation is necessary because
the employee is naturally desires to know the
details of his work, what he is supposed to do,
how to do it, and what are expected of him,
the policies and rules of the company, its
facilities and services, the terms of
employment, the pay rates and other benefits
which the company extends to its employees.

10. Improper Orientation:
If the new employee has not been properly
oriented to his job and his environment, the
following may result.
1. An unnecessarily long adjustment period for
the employee which is often embarrassing.
He may learn only what the old employees
want him to know. He may acquire bad work
habits. It is necessary, therefore, that the
supervisor or one of his good employees
should conduct the orientation or induction
program.

11. 2. Low production because of lack of confidence
and his unfamiliarity with the job and his
environment.
3. Getting discouraged and leaving the company or
remaining in it becoming a problem employee.
4. Increased labor turnover resulting in higher
hiring and training costs.
5. Costly grievances.
6. Feeling of insecurity and disloyalty.
7. Serious trouble for the new employee if he
unwittingly violates rules that have not been
explained to him.
8. Costly accidents.
9. Waste of materials.

12. The Induction or Orientation Program:
To avoid the occurrence of the situation just
mentioned, a formal procedure to introduce the
new man to the company and the company to him
must be designed.
Called the Induction or Orientation program,
this is a definite procedure for introducing the new
employee to the company, its history, objectives,
organization and operation policies and procedures,
rules and regulations, benefits and services for the
employees, relations with the union, if any, etc.

13. Who should handle the orientation program ?
The orientation program is a joint
responsibility of the personnel department and
the new employees supervisor. It consists of two
parts:
1. Deals with company matters in general, to be
handled by the personnel department.
2. Deals with the worker in his work place,
covering the job, the product, the company
and the industry which are handled by the
supervisor.

14. Subjects offered in the program:
1. The company's history and development, its
philosophy, its business, products and services,
its organizational structure, and its officials.
2. Personnel programs, involving what the new
employee expects from the company and what
the company expects from him, what the
company gives in the form of employee benefits
and welfare plans, off-the-job activities, and self
improvement opportunities.
3. Terms of employment and salary company
policies and rules, to enable him to understand
the conditions under which he will work.

15. Completion of the program:
Upon completion of the orientation
program in the personnel department, the new
employee is taken to the manager of the
department where he will work. The manager or
supervisor explains to him the task, duties, and
responsibilities of the department and
particularly his job, his duties and
responsibilities, emphasizing the importance of
his job to himself, his family, his fellow
employees and the company.

16. Establishing a Training Program
Training Needs Assessment Methods:
1. Work Samples – This is the written observation.
Actual work outputs are examined and
evaluated.
2. Observation - This involves uses of time-and-
motion studies or a simple observation of
employee behavior.
3. Key Consultation - Data is obtained from people
who by virtue of their positions are likely to
know the training needs of certain individuals.
4. Group Discussion – This can focus on job or
group problem analysis, group goal setting or
group tasks.

17. 5. Tests - This may be in the form of observation or
written.
6. Reports – These include planning documents,
progress reports, audits, accident reports,
grievances, etc. can be used t gauge training
needs.
7. Critical Incident Method – This involves the
recording of critical incidents as they happen,
usually by the supervisor.
8. Personnel Inventories – An analysis of personnel
history items and demographic information is
made.
9. Learning Agendas - This approach combines
behaviorally based performance appraisals with
individual learning agendas derived from self-
analysis.

18. Who is Responsible for Training?
• Since training is concerned with the
development of employee skills, knowledge,
and attitude, the training is usually a joint
responsibility of the training officer and the
line supervisors. To be effective, however, the
primary responsibility should be the line
supervisors with the help of either the
personnel manager or the training director, if
any, in the firm.

19. What is the responsibility of the Personnel
Manager or Training Director?
• The personnel manager or training director should
determine, in consultation with the different line
departments, what training activities are needed,
arranged according to priorities. He should evaluate
the training programs and submit to management
annual reports on the status of each program, their
effectiveness, and the quality of the training activities.
He should continually sell the training programs to all
supervisors and managers and integrate the programs
with other personnel action, such as promotions or
transfers. He should also extend technical and to the
supervisors and managers at all levels in determining
training needs, selecting instructors or demonstrators
and evaluating results.

20. Evaluating Training Effectiveness
Criteria for Evaluating of Training:
1. Reaction Level – key questions to ask:
• How well did the trainees like the programs?
• Did they feel the information given them is worthwhile?
• Did they believe that the program was well prepared and
carefully organized?
2. Learning Level – How well the trainees learned and
retained what they learn should be measured using
evaluation methods similar to those used in schools.
3. Behavioral Level – a guide question is:
• To what extent did the behavior of the trainees change as a
result of the program?
Behavior modification can be assessed through:
a. Self-reports of trainees derived through a questionnaire.
b. Observations of others (e.g., supervisors, peers,
subordinates).

21. 4. Results Level – This indicates the final results
obtained from training.
• Did it result in reduced costs? Wastage?
Improved performance or productivity?
• Did it reduce absenteeism, or turnovers?
• Did it contribute to cohesiveness in the work
group?
• Did it improve job satisfaction and morale?

22. Methods of Evaluating Training
1. Case Study – Experts rate this as a poor or inferior
method of evaluating training, since no standards of
comparison is given. It simply involves evaluation of
the training at the end of the course. If results
indicate high ratings on say the four levels mentioned
earlier, the conclusion might be that the training
program was effective.
2. Pretest/Posttest Comparisons – What happens here is
that before the training actually commences, a
pretest on the knowledge, attitude and skills of
trainee's is given. The same set of test is likewise
given at the end of the training.

23. 3. Pretest/Posttest Control Group Design – This
involves the two groups, an experimental group
(that which undergoes training) and a control
group (which is not given training).
4. Solomon Four-Group Design – A highly
recommended approach to evaluating training
programs, it requires four groups to which
participants are randomly assigned. Only two
groups are pretested. One of the pretested
groups and another of the non-pretested groups
attend the training program. After the training
program, all four groups are observed or post
tested.

24. What is Organization Development?
• Organization Development (OD) as define by
Wendell French is a long range effort to
improve an organizations problem solving
capabilities and its ability to cope with
changes in its external environment with the
help of external or internal behavioral scientist
consultants or change agents, as they are
sometimes called.