Training and development

1. Week 8
Training and Development

2. Introduction
• Socialization, training and development
are all used to help new employees adapt
to their new organizations and become
fully productive.
• 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.

3. The Insider-Outsider Passage
• Socialization
– A process of adaptation to a new
work role.
– Adjustments must be made
whenever individuals change jobs

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.

5. The Insider-Outsider Passage
The assumptions of employee
socialization:
– Socialization is influenced by subtle
statements and behaviors exhibited
by colleagues, management,
employees, clients and others.
– All new employees go through a
settling-in period.

6. Benefits of Socialization
- Willingness to work with commitment
- Feel comfortable at new environment
- To know each other

7. The Insider-Outsider Passage
The Socialization Process
– Prearrival stage:
Individuals arrive with a set
of values, attitudes and
expectations which they
have developed from
previous experience and the
selection process.
Learning before joining the organization

8. The Insider-Outsider Passage
• The Socialization Process
– Encounter stage:
Individuals discover how
well their expectations
match realities within the
organization.
– Where differences exist,
socialization occurs to
influence the employee with
the organization’s
standards.
Socialization cannot
solve all issues therefore
RJP is very significant

9. The Insider-Outsider Passage
The Socialization Process
– Metamorphosis stage: Individuals have
adapted to the organization, feel accepted
and know what is expected of them.

10. The Insider-Outsider Passage
A Socialization Process

11. The Purpose of New-Employee
Orientation
• Orientation may be done by the supervisor, the
HRM staff or some combination.
• Formal or informal, depending on the size of
the organization.

12. • Covers such things as:
– The organization’s objectives
– History
– Names and Titles of key executives
– Employees titles and departments
– Rules & Regulations
– HRM policies and benefits
– Fellow employees
– Layout of Physical Resources
The Purpose of New-Employee
Orientation

13. The Purpose of New-Employee
Orientation
• Learning the Organization’s Culture
– Culture includes long-standing, often
unwritten rules about what is appropriate
behavior.
– Socialized employees know how things are
done, what matters, and which behaviors and
perspectives are acceptable.

14. The Purpose of New-Employee
Orientation
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.

15. The Purpose of New-Employee
Orientation
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.).

16. Employee Training
Definitions
– Employee training
a learning experience designed to
achieve a relatively permanent
change in an individual that will
improve the ability to perform on the
job.
– Employee development
future-oriented training, focusing on
the personal growth of the
employee.

20. Employee Training
Determining training needs
• Specific training goals should be based on:
– organization’s needs
– type of work to be done
– skills necessary to complete the work
• Indicators of need for more training:
– drops in productivity
– Lower quality
– inadequate job performance
– rise in the number of accidents

21. Employee Training
• Determining training needs
– The value added by training
must be considered versus the
cost.
– Training goals should be
established that are tangible,
verifiable, timely, and
measurable.

22. Employee Training
Determining Training Needs

23. Employee Training
• On-the-job training methods
– Job Rotation
– Understudy Assignments
– Informal Learning
– Apprenticeship Training
• Off-the-job training methods
– Classroom lectures
– Films and videos
– Vestibule training
– Simulation exercises

24. Employee Development
• This future-oriented set of
activities is predominantly an
educational process.
• All employees, regardless of
level, can benefit from the
methods previously used to
develop managerial
personnel.

25. Employee Development
Employee development methods
– Job rotation involves moving
employees to various positions in
the organization to expand their
skills, knowledge and abilities.
– Assistant-to positions allow
employees with potential to work
under and be coached by
successful managers.

26. Employee Development
Employee development methods
– Committee assignments provide
opportunities for:
• decision-making
• learning by watching others
• becoming more familiar with organizational
members and problems
– Lecture courses and seminars benefit
from today’s technology and are often
offered through video conference format.

27. Employee Development
Employee development methods
– Simulations include case studies, decision
games and role plays and are intended to
improve decision-making.
– Outdoor training typically involves
challenges which teach trainees the
importance of working together i.e in a team

28. Organization Development
• What is change?
• OD efforts support changes that are
usually made in four areas:
– The organization’s systems
– Technology
– Processes
– People

29. Organization Development
• Two metaphors clarify the change
process.
– The calm waters metaphor describes
unfreezing the status quo, change to a new
state, and refreezing to ensure that the
change is permanent.
– The white-water rapids metaphor recognizes
today’s business environment which is less
stable and not as predictable.
Change takes guts, it takes imagination, it takes
commitment.

30. The five building blocks of
successful change
Awareness of the need for change
Desire to participate and support the
change
Knowledge on how to change
Ability to implement required skills and
behaviors
Reinforcement to sustain the change

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32. Organization Development
OD Methods
• Organizational development facilitates
long-term organization-wide changes.
• OD techniques include:
– survey feedback
– process consultation
– team building
– intergroup development

33. Organization Development
• Survey feedback assesses
organizational members’
perceptions and attitudes.
• The summarized data are used
to identify problems and clarify
issues so that commitments to
action can be made.

34. Organization Development
• Process consultation uses
outside consultants to help
organizational members
perceive, understand, and act
upon process events.

35. Organization Development
• Team building may include:
– goal setting
– development of interpersonal
relationships
– clarification of roles
• Team building attempts to increase
trust, openness, and team
functioning.

36. 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 are better
indicators of training’s cost-effectiveness.

37. Evaluating Training and Development
Effectiveness
Performance-Based Evaluation Measures
– Post-training performance method.
Employees’ on-the-job performance is
assessed after training.
– Pre-post-training performance method .
Employee’s job performance is assessed
both before and after training, to determine
whether a change has taken place.

38. Evaluating Training and Development
Effectiveness
Performance-Based Evaluation Measures
• Pre-post-training performance with
control group method.
– Compares the pre-post-training results of the
trained group with the concurrent job
performance of a control group, which does
not undergo instruction.
– Used to control for factors other than training
which may affect job performance.

39. International Training and
Development Issues
Cross-Cultural Training
• Necessary for expatriate
managers and their families:
– before assignments (to learn
language and culture)
– during, and after foreign
assignments (to adjust to
changes back home).

40. International Training and
Development Issues
• Cross-cultural training is more than language
training
• Involves learning about the culture’s:
– History
– Politics
– Economy
– Religion
– Climate
– Business practices
• May involve role playing, simulations and
immersion in the culture.

41. Thankyou