Chapter 8

Training and Developing Employees

Orienting and Onboarding New Employees
- Every manager should know how to orient and train employees.

Employee orientation (or onboarding): A procedure for providing new employees with basic background
information about the firm. (such as computer passwords and company rules).
WHERE ARE WE NOW . . .
The Purposes of Employee Orientation/Onboarding Chapters 6 and 7 focused on
the methods managers use to
interview and select employees.
The manager wants to accomplish four things when orienting new employees: The purpose of this chapter is to
increase your effectiveness in
training employees.
Make the new employee feel welcome and at home and part of the team.

Make sure the new employee has the basic information to function effectively, such as e-mail access,
personnel policies and benefits, and work behavior expectations.
Help the new employee understand the organization in a broad sense, such as (its past, present, culture,
and strategies and vision of the future).
Start socializing the person into the firm’s culture and ways of doing things.

The Orientation Process

- Begins before the first day : Onboarding ideally begins before the person’s first day, with a welcome note,
orientation schedule, and list of documents (such as tax documents) needed the first day.

- Employee handbook : Employers should assume that their employee handbook’s contents are legally binding
commitments.

- ORIENTATION TECHNOLOGY : Employers use technology to support orientation.

For example, at the University of Cincinnati, new employees spend about 45 minutes online learning about their new
employer’s mission, organization, and policies and procedures.

Employee Engagement Guide for Managers: Onboarding at Toyota

Toyota main aim is to engage Toyota’s new employees in the firm’s ideology of quality, teamwork, personal development,
open communication, and mutual respect. The initial program takes about 4 days:

Day 1: The first day begins early and includes an overview of the program, a welcome to the company, and a
discussion of the firm’s organizational structure and human resource department by the firm’s human resources
vice president.

Day 2: A typical second day focuses first on the importance of mutual respect, teamwork, and open
communication at Toyota.

Day 3: Given the importance of working in teams at Toyota, this day begins with 2½ to 3 hours devoted to
communication training, such as “making requests and giving feedback.”

Day 4: Topics today include teamwork training and the Toyota suggestion system. This session also covers what
work teams are responsible for and how to work together as a team.
Overview of the Training Process

training : The process of teaching new or current employees the basic skills they need to perform their jobs.
such as: showing new salespeople how to sell your product.

- Employers also know that training fosters engagement. For example, Coca-Cola UK uses employee development plans,
training, and leadership development to attract and retain the best employees and inspire their engagement.

Training and the Law

- Managers should understand training’s legal implications.

negligent training : A situation where an employer fails to train adequately, and the employee
subsequently harms a third party.

Aligning Strategy and Training

The employer’s strategic plans should guide its long-range training goals. In essence, the task is :

 to identify the employee behaviors the firm will need in order to execute its strategy.
 to deduce what skills and knowledge employees will need.
 put in place training goals and programs to instill these competencies.

The ADDIE Five-Step Training Process

- The employer should use a rational training process. The gold standard here is still the basic analysis-design-develop-
implement-evaluate (ADDIE) training process model that training experts have used for years.

● Analyze the training need.

● Design the overall training program.

● Develop the course (actually assembling/creating the training materials).

● Implement training , by actually training the targeted employee group using methods.

● Evaluate the course’s effectiveness.

Analyze the training need : The training needs analysis may address the employer’s strategic/longer-term training needs
and/or its current training needs.

STRATEGIC TRAINING NEEDS ANALYSIS : identifies the training employees will need to fill these future
jobs.(often mean the firm will have to fill new jobs).

CURRENT EMLPLOYEES’ TRAINING NEEDS ANALYSIS : Most training efforts aim to improve current
performance, specifically training new employees, and those whose performance is deficient.

(The main task for new employees is to determine what the job entails and to break it down into subtasks, each of which you
then teach to the new employee).

task analysis : A detailed study of a job to identify the specific skills required.

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).
Is the Problem Can’t Do or Won’t Do?:
Uncovering why performance is down is the heart of performance analysis.

- The aim here is to distinguish between can’t-do and won’t-do problems. First, determine whether it is a can’t-do problem
and, if so, its specific causes.

Competency Profiles and Models in Training and Development

competency model : A graphic model that consolidates, usually in one diagram, a precise overview of
the competencies (the knowledge, skills, and behaviors) someone would need to do a job well.

- Trainees often learn through a mix of real-world exercises, teamwork, classes, and online resources, under a learning
coach; the aim is to show mastery of particular competencies. This often involves starting with a list of competencies to be
learned, criteria for assessing competencies mastery, and examples of the competencies (such as using a spreadsheet).
Students then complete their projects and assessors evaluate their competencies.

Designing the Training Program : Design means planning the overall training program including training
objectives, delivery methods, and program evaluation.

Sub-steps : include setting performance objectives, creating a detailed training outline, choosing a program
delivery method, and verifying the overall program design with management.

(Most employers can build training programs based on existing online and offline content offered by training content
providers).

SETTING LEARNING OBJECTIVES: the trainer should clearly define the program’s desired learning outcomes.

CREATING A MOTIVATIONAL LEARNING ENVIRONMENT : Municipalities running programs for traffic

violators know there’s often no better way to get someone’s attention than to present a terrifying video accident.
They know the best training starts not with a lecture but by making the material meaningful.

MAKE THE LEARNING MEANINGFUL : Learners are more motivated to learn something that has meaning for
them. Therefore:

Provide a bird’s-eye view of the material that you are going to present. For example, show why it’s
important, and provide an overview.
Use familiar examples.
Organize the information so you can present it logically.
Use familiar terms and concepts.
Use visual aids.
Create a perceived training need in trainees’ minds.
Goal setting is important.
MAKE SKILLS TRANSFER OBVIOUS AND EASY :Make it easy to transfer new skills and behaviors from the
training site to the job site:
Maximize the similarity between the training situation and the work situation.
Provide adequate practice.
Label or identify each feature of the machine and/or step in the process.
 Direct the trainees’ attention to important aspects of the job. For example, if you’re training a customer service
rep to handle calls, explain the different types of calls he or she will encounter.
Provide “heads-up” information.
Trainees learn best at their own pace.
Intermingle opportunities for trainees to use their new skills or knowledge throughout the training.
REINFORCE THE LEARNING : Make sure the learner gets plenty of feedback. In particular:

1. Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done.”
2. Learning diminishes late in the day. Partial-day training is generally superior to full-day training.
3. Provide follow-up assignments at the close of training, so trainees are reinforced by applying back on the job
what they’ve learned.
4. Incentivize. For example, Hudson Trail Outfitters offers trainees incentives of outdoor gear for completing
training program segments.
ENSURE TRANSFER OF LEARNING TO THE JOB : Less than 35% of trainees seem to be transferring what
they learned to their jobs a year after training. Improving on that requires steps at each training stage.
Prior to training, get trainee and supervisor input in designing the program, institute a training attendance policy, and
encourage employees to participate.

During training, provide trainees with training experiences and conditions (surroundings, equipment) that resemble the actual
work environment.

After training, reinforce what trainees learned, for instance, reward employees for using new skills.

Developing the Program

: means actually assembling the program’s training content and materials.

* It means choosing the specific content the program will present, as well as designing/choosing the specific
instructional methods (lectures, cases, Web-based, and so on) you will use.
* Training equipment and materials (methods)include (for example): iPads – Workbooks – Lectures – PowerPoint
slides – Web- and computer-based activities course activities – Trainer resources and manuals .

the cloud : Refers to placing software programs and services on vendors’ remote servers, from which they can then deliver
these programs and services seamlessly to employees’ digital devices.

Implementing the Training Program

Implement means actually provide the training, using one or more of the instructional methods we discuss next.

on-the-job training (OJT) : Training a person to learn a job while working on it(actually doing it).
TYPES OF ON-THE-JOB TRAINING
coaching or understudy method: Here, an experienced worker or the trainee’s supervisor trains the employee.
- This may involve simply observing the supervisor having the supervisor or job expert show the new employee
the ropes, step-by-step.
Job rotation : in which an employee (usually a management trainee) moves from job to job at planned intervals, is
another OJT technique.
Special assignments : similarly give lower-level executives firsthand experience in working on actual problems.
peer training : Many firms use peer training for OJT.
Steps in the OTJ Training
Step 1: Prepare the learner:
Put the learner at ease.
Explain why he or she is being taught.
Create interest and find out what the learner already knows about the job.
Explain the whole job and relate it to some job the worker already knows.
Place the learner as close to the normal working position as possible.
Familiarize the worker with equipment, materials, tools, and trade terms.
Step 2: Present the operation:
Explain quantity and quality requirements.
Go through the job at the normal work pace.
Go through the job at a slow pace several times, explaining each step. Between operations, explain the
difficult parts, or those in which errors are likely to be made.
Again, go through the job at a slow pace several times; explain the key points.
Have the learner explain the steps as you go through the job at a slow pace.
Step 3: Do a tryout :
Have the learner go through the job several times, slowly, explaining each step to you. Correct
mistakes and, if necessary, do some of the complicated steps the first few times.
Run the job at the normal pace.
Have the learner do the job, gradually building up skill and speed.
Once the learner can do the job, let the work begin, but don't abandon him or her.
Step 4: Follow-up:
Designate to whom the learner should go for help.
Gradually decrease supervision, checking work from time to time.
Correct faulty work patterns before they become a habit. Show why the method you suggest is
superior.
Compliment good work.
Apprenticeship Training : a structured process by which people become skilled workers through a combination
of classroom instruction and on-the-job training.

Training Programs
Training experts use the notation “70/20/10” to show that as a rule, 70% of job learning occurs informally on
or off the job, 20% reflects social interactions (for instance, among employees on the job), and only 10% is
actual formal 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.
Lecturing is : a quick and simple way to present knowledge to large groups of trainees, as when the sales force
needs to learn a new product’s features.
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.
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. The basic procedure is as follows:
 Modeling: First, trainees watch live or video examples showing models behaving effectively in a problem
situation. “how to discipline” is the aim of the training program.

Role-playing: Next, the trainees get roles to play in a simulated situation; here they are to practice the
effective behaviors demonstrated by the models.

Social reinforcement: The trainer provides reinforcement in the form of praise and constructive feedback.

Transfer of training: Finally, trainees are encouraged to apply their new skills when they are back on
their jobs.

Other Types of Training

Audiovisual-based : Although increasingly replaced by Web-based methods, audiovisual-based training
techniques like DVDs, films, PowerPoint, and audiotapes are still used.
Vestibule Training : trainees learn on the actual or simulated equipment but are trained off the job (perhaps in a
separate room or vestibule).
Electronic Performance Support System (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.

Videoconferencing : involves delivering programs over broadband lines, the Internet, or satellite.
Computer-Based Training (CBT) : uses interactive computer-based systems to increase knowledge or skills.
For example, employers use CBT to teach employees safe methods for avoiding falls.
“Simulated learning” means different things to different people.
Virtual reality (VR) puts the trainee in an artificial three-dimensional environment
that simulates events and situations experienced on the job.
Training games needn’t be complicated.

For example, the trainers at Korea Ginseng Corporation (a leader in health-foods) wrote games accessible through
app interfaces. Each round of each game is comprised of five multiple-choice quizzes.
Online/Internet-Based training : Most employers are moving from classroom-based to online-based learning because of
the efficiencies involved. For example, until recently, Utah-based Clear link's employee training was classroom based.

LEARNING PORTALS : A learning portal offers employees online access to training courses. Many employers
arrange to have an online training vendor make its courses available via the employer’s portal.
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.
MOBILE AND MICRO LEARNING : More and more learning and development is being “micro sized” and
delivered through mobile devices.

Mobile learning (or “on-demand learning”) : means delivering learning content on the learner’s demand, via
mobile devices like smart phones, laptops, and tablets, wherever and whenever the learner has the time and desire
to access it.
Lifelong and Literacy Techniques

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 and to expand their
occupational horizons.

LITERACY TRAINING : By one estimate, about one in seven workers can’t read their employers’ manuals.
Employers often turn to private firms like Education Management Corporation to provide the requisite education.

DIVERSITY TRAINING : Diversity training aims to improve cross-cultural sensitivity, so as to foster more
harmonious working relationships among a firm’s employees.

Team Training

cross training : Training employees to do different tasks or jobs than their own; doing so facilitates flexibility
and job rotation.

- Team training therefore typically includes interpersonal skills training such as in listening, communicating,
handling conflict, and negotiating.

- Effective teams also require team management skills, for instance, in problem solving, meetings management,
consensus decision making, and team leadership.

Implementing Management Development Programs

Management development : Any attempt to improve current or future management performance by imparting
knowledge, changing attitudes, or increasing skills.

Strategy’s role in management development

Management development programs should reflect the firm’s strategic plans. For example, strategies to enter new
businesses or expand overseas imply that the employer will need succession plans to obtain and/or develop managers who
have the skills to manage these new businesses.

Support succession planning process

Management development supports the employer’s succession planning process. Succession planning, involves
developing workforce plans for the company’s top positions; it is the ongoing process of systematically
identifying, assessing, and developing organizational leadership to enhance performance.

Candidate Assessment and the 9-Box Grid

The 9-box grid
– shows potential from low to medium to high on the vertical axis .
– Shows performance from low to medium to high across the bottom.
The grid can simplify, the task of choosing development candidates. At the extremes, for instance, low
potentials/low performers would not move on.

Managerial On-The-Job Training and Rotation

Managerial on-the-job training methods include job rotation, the coaching/understudy approach, action learning,
and Stretch assignments.
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.
Coaching / Understudy approach : trainee works directly with a senior manager or with the person he or she is to replace .
Action learning : give managers released time to work analyzing and solving problems in departments other than their own.
Stretch assignments : Push beyond comfort zone.

Off-The-Job Management Training and Development Techniques

case study method A development method in which the manager is presented with a written description of an
organizational problem to diagnose and solve.
Computerized A development technique in which teams of managers compete by making computerized
management game decisions regarding realistic but simulated situations.
OUTSIDE Numerous companies and universities offer Web-based and traditional classroom management
SEMINARS development seminars and conferences. The selection of 1- to 3-day training programs offered by
the American Management Association illustrates what’s available.
UNIVERSITY- Many universities provide executive education in leadership, supervision, and the like. These can
RELATED range from 1- to 4-day programs to executive development programs lasting 1 to 4 months.
PROGRAMS
role-playing A training technique in which trainees act out parts in a realistic management situation.
CORPORATE any firms establish in-house development centers (often called corporate universities).
UNIVERSITIES in-house development center A company-based method for exposing prospective managers to
realistic exercises to develop improved management skills.
executive coach An outside consultant who questions the executive’s associates in order to identify the executive’s
strengths and weaknesses, and then counsels the executive so he or she can capitalize on those
strengths and overcome the weaknesses.
THE SHRM The Society for Human Resource Management (SHRM) encourages HR professionals to qualify
EARNING for certification by taking examinations. The society offers several preparatory training programs.
SYSTEM These include self-study, and a college/university option that includes classroom interaction with
instructors and other learners.
Managing Organizational Change Programs
- Companies often find it necessary to change how they do things.
With firms from AT&T and Comcast to Barnes & Noble and Macy's being disrupted by
digital competitors, reorganizations are increasingly familiar, but often fail. McKinsey and Company
surveyed 1,800 executives to identify :
why reorganizations fail. Top reasons included employees resisting the changes, insufficient resources devoted to
the effort, individual productivity declining as employees become distracted, leaders resisting the changes, and the
organization chart changes but the people are still working the same.
In addition, clarity of purpose is essential. For example, two change experts say:
that most major change programs (or “transformations”) aim to achieve one of five basic purposes or “quests”:
customer focus, nimbleness, innovation, sustainability, or boosting global presence.
They found that when transformations fail, it’s generally because those running them either neglect to clarify up
front the program’s purpose/quest, or pursue the wrong quest, or focus on multiple quests. In any case, companies
often have little choice but to change how they do things. But Making changes is never easy.
Lewin’s Change Process
Psychologist Kurt Lewin formulated a model to summarize the basic process for implementing a change with
minimal esistance. Lewin’s process consists of three steps:
Unfreezing : means reducing the forces that are striving to maintain the status quo.
Moving :means developing new behaviors, values, and attitudes.
Refreezing :means building in the reinforcement to make sure the organization
doesn’t slide back into its former ways of doing things.
Evaluating the Training Effort
Designing the Study:
- In deciding how to design the evaluation study, the basic concern is this: How can we be sure that the training (rather than,
say, a company-wide wage increase)caused the results that we’re seeing? The time series design is one option.
- Here, as in Figure 8-3, you take a series of performance measures before and after the
training program. This can provide some insight into the program’s effectiveness.
controlled experimentation:
Formal methods for testing the effectiveness of a training program, preferably with
before-and-after tests and a control group.
Training Effects to Measure:
The widely used Kirkpatrick Model of training evaluation (named for its developer)
lists four training effects employers can measure:
. Evaluate trainees’ reactions to the program. Did they like the
program? Did they think it worthwhile?
. Test whether they learned the principles, skills, and facts they were
supposed to learn.
. Ask whether the trainees’ on-the-job behavior changed because of
the training program. For example, are employees in the store’s complaint
department more courteous toward disgruntled customers?
. Most important, ask, “What results did we achieve, in terms of the
training objectives previously set?”

NEVER GIVE UP
‫ خـيـــــر‬....... ‫كلـــــه‬

‫ كل يوم الصبح ساعتين اتش آر بعد‬: ‫الجرعة‬

. ‫الفطار لحد يوم االمتحان‬