This document discusses employee training and development. It covers the importance of training employees, who should conduct the training, how employees learn best, developing training programs, retraining, orientation, and overcoming obstacles to learning. The key points are that training employees is important for standardized performance, reduced costs and turnover, and improved morale; the logical person to conduct training is the supervisor; employees learn best when actively involved, the training is relevant and practical, and they receive feedback; developing effective training programs involves establishing standards, objectives, procedures, and evaluation.

1. Employee Training and Development
Importance of Training
Who Will Do the Training
How Employees Learn Best
Developing a Job Training
Program
Retraining
Orientation
Overcoming Obstacles to
Learning
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2. Importance of Training
Teaching people How to do Their Jobs:
There are three kinds of training:
Job Instruction, Retraining, and
Orientation.
The big sister, big brother, or
buddy system is when a old hand
shows a newcomer the ropes.
When good training is absent there
is likely to be an atmosphere of
tension, crisis, and conflict because
nobody knows what to do.
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3. The Benefits of Training
Gives the supervisor more time to
manage, standardized performance, less
absenteeism, less turnover, reduced
tension, consistency, lower costs, more
customers, better service
Gives the workers confidence to do
their jobs, reduces tension, boost
morale and job satisfaction, reduces
injuries and accidents, gives them a
chance to advance.
Gives the business a good image and
more profit.
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4. Then why is training often neglected?
Urgency of need
Training time
Costs
Employee turnover
Short-term worker
Diversity of worker
Kinds of jobs (simple-complex)
Not knowing exactly what you
want your people to do and how
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5. Who will do the Training?The magic apron method: people
train themselves the easiest ways to get
the job done, and what will keep them
from getting into trouble.
The person that is leaving trains:
teaches shortcuts and ways of breaking
the rules.
Big sister, big brother, or buddy
method: passes on bad habits and may
resent new person as a competitor.
The logical person to train new
workers is YOURSEF!
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6. How do Employees Learn the Best?
Learning is the
acquisition of skills,
knowledge, or attitudes.
The adult learning
theory is a field of
research that examines
how adults learn. A
number of the following
tips come from the adult
leaning theory.
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7. How employees learn the best:When they are actively involved in
the learning process-(to do this
choose a appropriate teaching
method).
Training is relevant and practical.
Training material is organized and
presented in chunks.
Training is in an informal, quiet,
and comfortable setting.
When they have a good trainer.
When they receive feedback on
performance.
When they are rewarded.
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8. Developing a Job-Training Program
Training plan: A detailed plan
for carrying out employee
training for a unit of work.
1st- establish performance
standards: they provide a ready
made structure for a training
program.
2nd- write a training objective
derived form above.
3rd- Develop standard
procedures (list tasks and spell
them out). 8

9. Developing a Unit Training Program
This is taught in several sessions.
It should provide check points to
measure progress.
Should include two elements:
1. Showing and telling the
employee what to do.
2. Having the employee do it
(right).
Location should be quiet.
Training materials should be the
same as used on the job.
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10. Moving from Plan to Action
Training people with
some experience begins
with a pretest.
Carry out the training
program with employees
who do not meet
standards.
Once the training process
is complete EVALUATE.
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11. EvaluationFormal evaluation: uses observation,
interviews, and surveys to monitor
training while its going on.
Summative evaluation: measures
results when training is complete in
five ways:
1. Reaction
2. Knowledge
3. Behavior
4. Attitudes
5.Productivity
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12. Job Instruction Training (JIT)
Also called on the job training.
Consists of 4 steps:
1. Prepare the learner
2. Demonstrate the task
3. Have the worker do the task
4. Follow through: put the worker on
the job, correcting and supporting as
nessicary.
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13. Classroom Training Skills
Be aware of appropriate body
language and speech.
Watch how you talk to
employees. Covey respect and
appreciation.
Handle problem behaviors in an
effective manner.
Avoid time wasters.
Facilitate employee participation
and discussion.
Use visual aids to avoid
constantly referring to notes. 13

14. Retraining
Needed when changes are made that
affect the job, employees performance
drops below par, or when the worker
has not mastered a particular technique.
A positive one-on-one approach to
retraining is referred to a coaching.
Coaching is a two part process.
1. Observation of the employees
performance.
2. Conversation between manager and
employee focusing on job performance.
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15. Orientation: the pre-job phase of training.
Introduces each new
employee to the job and the
workplace.
Tells new staff members what
they want to know and what
the company wants them to
know.
Communicates information
give out a employee
handbook.
Creates positive employee
attitudes toward the company
and the job. 15

16. Overcoming Obstacles to Learning
Reduce fear with a positive
approach (convey confidence in
the worker).
Increase motivation: emphasize
whatever is of value to the learner,
make the program form a series of
small successes, build in
incentives and rewards.
Limited abilities: adjust teaching
to learners level.
Laziness, indifference, resistance:
May mean a problem worker.
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17. Overcoming Obstacles to Learning
Teaching not adapted to
learners: Deal with people as
they are (teach people not tasks),
keep it simple, involve all the
senses.
Poor training program: revise to
include objectives.
Poor instructor: The trainer
needs to know the job, be a good
communicator + leader,
sensitive, patient, helpful, etc.
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