Training employees is important for developing skills to perform jobs effectively. The process involves analyzing needs, designing instruction, implementing training techniques, and evaluating outcomes. Techniques include on-the-job, simulated, distance learning, and computer-based methods. Manager development focuses on leadership, case studies, and modeling behaviors to transfer skills. Evaluation assesses reactions, learning, changed behavior, and business results from training investments.

1. Training and Developing
Employees

2. • Orienting Employees
• The Training Process
• Training Techniques
• Managerial Development and Training
• Evaluating the Training and Development
Effort

3. Orienting Employees
• Employee orientation provides new employees
with basic background information they need to
perform their jobs satisfactorily.
• Orientation is one component of the employer’s
new employee socialization process.
• Socialization is the ongoing process of instilling in
all employees the attitudes, standards, values,
and patterns of behavior that the organization
and the departments expect.

4. • Orientation programs range from brief, informal
introductions to lengthy, formal programs.
• A successful orientation should accomplish four
things: the new employee should feel welcome;
he or she should understand the organization in a
broad sense; the employee should be clear about
what the firm expects in terms of work and
behavior; and hopefully the person should begin
the process of becoming socialized into the firm’s
preferred ways of acting and doing things.

5. The Training Process
• Training refers to the methods used to give
new or present employees the skill they need
to perform their jobs.
• Training’s focus is broader today than it was
several years ago.
• Training experts today increasingly use the
phrase “workplace learning and performance”
in lieu of training.

6. • Companies spent about $826 per employee for training
in 2002 and offered each about 28 hours of training.
• Training plays an increasingly vital role in implementing
the employer’s strategic plans.
• As one trainer puts it: “ We don’t just concentrate on
the traditional objectives anymore….We sit down with
management and help them identify strategic goals
and objectives and the skills and knowledge needed to
achieve them. Then we work together to identify
whether our staff has the skills and knowledge, and
when they don’t, that’s when we discuss training
needs.”

7. The Training and Development Process
1. Need Analysis
2. Instructional Design
3. Validation
4. Implementation
5. Evaluation

8. Training Need Analysis
• The first step in training is to determine what
training, if any, is required.
• Employers determine the skills each job
requires, and the skills of the job’s current or
prospective employees.
• Training is thus designed to eliminate the skills
gap.

9. • Assessing new employees’ training needs
usually involves task analysis—breaking the
jobs into sub-tasks and teaching each to the
new employee.
• Need analysis for current employees is more
complex: Is training the solution, or is
performance is down because the person is
not motivated? Here performance analysis is
required.

10. Setting Training Objectives
• After training needs have been
uncovered, concrete, measurable training objectives
should be set.
• Training and development objectives are “a description
of a performance you want learners to be able to
exhibit before you consider them competent.”
• Objectives specify what the trainee should be able to
accomplish after successfully completing the training
program.
• They thus provide a focus for the efforts of both the
trainee and the trainer and a benchmark for evaluating
the success of the training program.

11. Training Techniques
• On-the-job Training
• Informal Learning
• Apprenticeship Training
• Simulated Training
• Audiovisual and Distance Learning Techniques
• Computer-Based Training
• Training via DVD/CD-ROM, the Internet, and
Learning Portals

12. On-the-Job Training
• The most familiar type is coaching or
understudy method.
• Job rotation is another type of on-the job
technique.

13. Informal Learning
• ASTD estimate that as much as 80 % of what
employees learn on the job they learn through
informal means like work related discussion
taking place in the cafeteria.

14. Apprenticeship
• Apprentice study under the tutelage of a
master craftsman.
• It lasts for nearly three years and ends with a
certification examination.

15. Simulated Training
• Trainees learn on the actual or simulated
equipment they will use on the job but receive
their training off the job.
• It aims to obtain the advantages of on-the-job
training without actually putting the trainee
on the job.
• Necessary when it is too costly or dangerous
to put trainee on-the –job.

16. Audiovisual and Distance Learning
Techniques
• Tele-training
• Videoconference Distance Learning

17. Computer Based Training
• Interactive and realistic.
• Cost effective once designed and produced.

18. Training via DVD/CD-ROM, the
Internet, and Learning Portals
• Interactive, multimedia computer-disk-based
training programs.
• Internet based learning.
• Learning Portals

19. Training for Special Purpose
• Literacy Training Techniques
• Values Training
• Diversity Training
• Training for Teamwork and Empowerment

20. Managerial Development and Training
• Managerial on-the-job Training
• Action Learning
• The Case Study method
• Management Games
• Outside seminars/workshops
• University-Related Programs
• Behavior Modeling: modeling, role
playing, social reinforcement, transfer of
training

21. • In-House Development Centers
• Organizational Development
• Building High-Performance Learning
Organizations
• Organizational Change
• Lewin’s Process of Overcoming Resistance

22. Evaluating the Training and
Development Effort
Three basic categories of training outcomes can
be measured:
1. Reaction
2. Learning
3. Behavior
4. Results