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PART THREE TRAINING AND HR DEVELOPMENT
C H A P T E R
S e v e n
Training and Developing
Employees
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Lecture Outline
I. Orienting/Onboarding New Employees
A. The Purposes of Employee Orientation/Onboarding
B. The Orientation Process
II. Employee Engagement Guide for Managers:
Onboarding at Toyota
III. Overview of the Training Process
A. Aligning Strategy and Training
B. The ADDIE Five-Step Training Process
C. Conducting the Training Needs Analysis
D. Designing the Training Program
E. Developing the Program
IV. Implementing Training Programs
A. On-the-Job Training
B. Apprenticeship Training
C. Informal Learning
D. Job Instruction Training
E. Lectures
F. Programmed Learning
G. Behavior Modeling
H. Audiovisual-Based Training and Videoconferencing
I. Vestibule Training
O. Diversity Training
P. Team Training
V. Implementing Management Development
Programs
VI. Managing Organizational Change Programs
A. Using Organizational Development
VII. Evaluating the Training Effort
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ANNOTATED OUTLINE
I. Orienting/Onboarding New Employees
Employee orientation programs provide new employees with the basic
background information required to perform their jobs satisfactorily.
Orientation programs today are moving away from routine discussion of
A. The Purpose of Employee Orientation/Onboarding — Provides new
employees with the basic background information they need to do their
jobs.
B. The Orientation Process — The length of orientation varies, but it usually
includes time with HR to review benefits, vacations, and other polices
and time with the supervisor to learn the organization of the department.
II. Employee Engagement Guide for Managers: Onboarding at Toyota
Onboarding at Toyota Motor Manufacturing USA illustrates that orientation
can go well beyond providing basic information about aspects of the job such
III. Overview of the Training Process
Training begins after orientation. Having high potential employees does not
guarantee they will succeed. Organizations must train employees how to do
the job. The EEOC expects employers to train their employees to
understand their [sexual harassment] rights and responsibilities.
A. Aligning Strategy and Training — Training refers to the methods used to
give new or present employees the skills they need to perform their jobs.
The task is to identify the employee behaviors the firm will require to
design, develop, implement, and evaluate.
C. Conducting the Training Needs Analysis — This should address the
employer’s strategic goals.
1. Strategic Training Needs Analysis — This focuses on identifying the
2. Current Training Needs Analysis — Most training is focused on
improving current performance. Analyzing current employee needs is
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B. Apprenticeship Training — A structured process by which people
become skilled workers through a combination of classroom instruction
and on-the-job training.
C. Informal Learning — Learning through day-to-day unplanned interactions
between the new worker and his/her colleagues.
D. Job Instruction Training — Teaching a new employee the logical
sequence of steps in a job.
E. Lectures — Quick and simple ways to provide knowledge to large
groups.
F. Programmed Learning — A step-by-step self-learning method that
G. Behavior Modeling — A training technique in which trainees are first
shown good management techniques in a film, are asked to play roles in
a simulated situation, and are then given feedback and praise by their
supervisor.
H. Audiovisual-Based Training and Videoconferencing — Tools include
films, PowerPoint presentations, audiotapes, and DVDs.
I. Vestibule Training — A method in which trainees learn on the actual or
simulated equipment they will use on the job while being trained off the
job.
J. Electronic Performance Support Systems (EPSS) — Sets of
computerized tools and displays that effectively automate and integrate
training, documentation, and phone support, thus enabling individuals to
provide support that’s faster, cheaper, and more effective than the
traditional methods.
K. Computer-Based Training (CBT) — The trainee uses computer-based
and/or DVD systems to increase his/her knowledge or skills. Computer-
based training is increasingly realistic.
M. Online/Internet-Based Learning — Distance learning methods include
traditional paper-and-pencil correspondence courses, as well as
teletraining, videoconferencing, and Internet-based classes.
1. Learning Portals — A section of the employer’s website that offers
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VII. Evaluating the Training Effort
A. Designing the Study — The evaluation process of choice is controlled
experimentation, which uses both a training (experimental) group and a
B. Training Effects to Measure — Four basic categories of training
outcomes can be measured: 1) reaction; 2) learning; 3) behavior, and 4)
results.
KEY TERMS
Employee orientation
A procedure for providing new employees with basic
background information about the firm.
Training
The process of teaching new or current employees the
basic skills they need to perform their jobs.
Task analysis
A detailed study of a job to identify the skills required.
Competency model
A graphic model that consolidates in one diagram a precise
overview of the competencies (the knowledge, skills, and
behaviors) someone would need to do a job well.
Performance analysis
Verifying that there is a performance deficiency and
determining whether that deficiency should be corrected
through training or through some other means (such as
transferring the employee).
On–the-job training (OJT)
Training a person to learn a job while working at it.
Apprenticeship training
A structured process by which people become skilled
workers through a combination of classroom instruction
and on-the-job training.
Job instruction training (JIT)
Listing each job’s basic tasks, along with key points in
order to provide step-by-step training for employees.
Programmed learning
A systematic method for teaching job skills, involving
presenting questions or facts, allowing the person to
respond, and giving the learner immediate feedback on the
accuracy of his or her answers.
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Behavior modeling
A training technique in which trainees are first shown good
management techniques in a film, are then asked to play
roles in a simulated situation, and are then given feedback
and praise by their supervisor.
Electronic performance
support systems (EPSS)
Sets of computerized tools and displays that automate
training, documentation, and phone support; integrate this
automation into applications; and provide support that’s
faster, cheaper, and more effective than traditional
methods.
Job aid
A set of instructions, diagrams, or similar methods
available at the job site to guide the worker.
Virtual classroom
Teaching method that uses special collaboration software
to enable multiple remote learners, using their PCs or
laptops, to participate in live audio and visual discussions,
communicate via written text, and learn via content such as
PowerPoint slides.
Web 2.0 learning
Learning that utilizes online technologies such as social
networks, virtual worlds (such as Second Life), and
systems that blend synchronous and asynchronous
delivery with blogs, chat rooms, bookmark sharing, and
tools such as 3-D simulations.
Lifelong learning
Provides employees with continuing learning experiences
over their tenure with the firm, with the aims of ensuring
they have the opportunity to learn the skills they need to do
their jobs.
Cross training
Training employees to do different tasks or jobs on their
own; doing so facilitates flexibility and job rotation.
Management development
Any attempt to improve current or future management
performance by imparting knowledge, changing attitudes,
or increasing skills.
Succession planning
The ongoing process of systematically identifying,
assessing, and developing organizational leadership to
enhance performance.
Job rotation
A management training technique that involves moving a
trainee from department to department to broaden his or
her experience and identify strong and weak points.
Action learning
A training technique by which management trainees are
allowed to work full-time analyzing and solving problems in
other departments.
Case study method
A development method in which the manager is presented
with a written description of an organizational problem to
diagnose and solve.
Management game
A development technique in which teams of managers
compete by making computerized decisions regarding
realistic but simulated companies.
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INDIVIDUAL AND GROUP ACTIVITIES
7-9. You’re the supervisor of a group of employees whose task is to assemble disk
drives that go into computers. You find that quality is not what it should be and
that many of your group’s devices have to be brought back and reworked; your
boss says that “You’d better start doing a better job of training your workers.”
A) What are some of the “staffing factors” that could be contributing to this
problem? B) Explain how you would go about assessing whether it is in fact a
7-10. Choose a task with which you are familiarmowing the lawn, making a salad,
or studying for a testand develop a job instruction training sheet for it. (LO
7.4: Explain how to use the five training techniques.) Students should identify the
7-11. Working individually or in groups, you are to develop a short programmed
learning program on the subject “Guidelines for Giving a More Effective
7-12. Find a provider of management development seminars. Obtain copies of their
recent listings of seminar offerings. At what levels of managers are the
offerings aimed? What seems to be the most popular types of development
programs? Why do you think that’s the case? (LO 7.5: List and briefly discuss
7-13. Working individually or in groups, develop several specific examples to
illustrate how a professor teaching human resource management could use at
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You may assume that we just hired 30 new clerks, and that you must create a three-day training
program.
How to Set Up the Exercise/Instructions: Divide the class into teams of five or six students.
Airline reservation clerks obviously need numerous skills to perform their jobs. JetBlue Airlines
1. Use sites such as www.factorytour.com/tours/toyota.cfm to illustrate how Toyota
appraises employees, and why that approach is important for the goals Toyota has for
2. Use sites such as www.hr-software.net/pages/209.htm to make a summary list of 10
3. According to http://hrweb.berkeley.edu/performance-management/forms, how does
Berkeley appraise supervisors? What do you think of the form it uses? Berkeley utilizes
an approach very comparable to the three-step appraisal cycle that includes: (1) setting work
standards, (2) assessing the employee’s actual performance relative to those standards that
1. Design an orientation/on-boarding program for new students at your school. (LO 7.1:
Summarize the purpose and process of employee orientation.) Students should identify
2. Share an example of an effective or ineffective training program or experience. (LO 7.3:
List and briefly explain each of the five steps in the training process. LO 7.4: Explain how to
use the five training techniques.) Many students will claim they have never had a training
WEB-e’S (WEB EXERCISES)
ADDITIONAL ASSIGNMENTS