Chapter 5

Training and Development of

Human Resources
 The Beginning of Training

Stone Age - training first began transferring of knowledge

through signs and deeds.
Industrial Revolution - start of Vocational training when direct
instructions were provided in machine operation.
Why should training be continuously
offered to employees?

Rapid technological changes requires newer skills and

knowledge in many areas
Training is vital to keep employees updated and effective
 Advantages of Training
over Experience
Acquiring maximum efficiency is faster
More cost-effective in terms of dealing with expensive
equipment
Specific goals are targeted since it is not based solely on
trial and error
Program is well-conceived and conducted
 What is Training?
Process where people acquire capabilities to aid in the
achievement of organizational goals
A planned effort to facilitate learning job-related
competencies critical for successful job performance
Goal: for the employees to master the knowledge, skills
and behaviors emphasized in training programs and to
apply them in day-to-day activities
 Orientation
The planned introduction of new employees to their jobs, co-
workers and the organization
This requires attention to attitudes, behaviors and information
Requires cooperation among individuals in the HR unit and
other managers and supervisors
Goal: help new employees learn about the organization in
order to contribute to its the goals and objectives
 Orientation Topics
1. Company policies, rules and regulations
a. Work time in, time out policies
b. Employee discipline and behavior at work
2. Corporate Mission and Vision
a. Company officers
b. Corporate goals and objectives
c. Products, services, and other important clienteles
3. Company pay system, benefits and other services (for employees
and their families)
4. Overview of job setting and work rules
5. Employee introduction to working environment
6. Safety rules and health programs
 Orientation Purposes
1. Productivity enhancement - Employers and employees want to start
instantly and become productive
2. Turnover reduction - Employees tend to stay longer with the company
3. Organization effectiveness - Employees immediately contribute to the
organization's goals and objectives
4. Favorable employee impression - Employee has a good impression
on the organization and the work
5. Enhancement interpersonal acceptance - Eases entry of new
employee in the work group
 A Systematic Approach to Training

Training is moving its focus to teaching employees specific

skills to a broader focus of creating knowledge.

Training is used to gain a competitive advantage and viewed

broadly as to create an intellectual capital.
The development of intellectual capital includes the
following:

1. Basic Skills
2. Advanced skills
3. Understanding of the Customer Needs
 One of the key characteristics of training system that
contribute to competitiveness is that they are designed
according to the instructional design process. It refers
to the systematic approach for the development of
training programs.
The following steps are integral instructional
processes:

1. Conducting needs assessment

2. Ensuring employee's readiness for training
3. Creating the learning environment
4. Ensuring transfer of training
5. Selecting training methods
6. Evaluating training programs
The success of any training program can be gauged by
the amount of learning that occurred and is transferred
to the job.
Training and learning will take place through the
informal work groups whether an organization has a
coordinated effort or not, because employees learn
from other employees. While this may be true to a
certain extent, a well-designed training program can give
better results because what may be learned may not be
the best for the organization.
Assessment Phase
Training is designed to help the organization accomplish its objective.

Planners determine the need for training and specify the training objectives and
the training efforts.

An important part of the company's strategic human resource planning is the

identification of the knowledge, skills, abilities that will be needed by the
employees in the future as both jobs and the organization change.

Both internal and external forces that will influence training must be considered
when doing organizational analysis.

The problem posed by the technical obsolescence of current employees and an

insufficiently educated labor pool from which to draw new workers should be
confronted before those training needs become critical.
a. Organizational Analysis - the specific source of
information and operational measures or an
organization level needs analysis
b. Task Analysis - the job description and the job
specifications provide information on the
performance expected and the skills necessary for
employees to accomplish the required work.
c. Individual Analysis - The use of performance
appraisal data in making this individual analysis is the
most common approach.
A performance review reveals the employee's
inadequacy to perform certain types of tasks and
this will reveal what necessary training is needed to
correct the weaknesses.
An employee potential may mean further training
to assume a higher position in the future
Employees Readiness for Training
The employees must set a positive tone for training.

That attitude toward training must be cultivated and made an integral

requirement before the employee sets foot in the training room.

A positive attitude is the desire of the trainee to learn the content of the
training program.

Motivation is related to knowledge gain behavior change or skill

acquisition in the training.

It is the role of the manage and the supervisor to assure that the
employee has the highest degree of learning before he is sent to the
program.
The following factors influence the motivation to
learn:
Self-efficacy
Understanding the Benefits or Consequences of Training
Awareness of Training Needs, Career Interest and Goals
Basic Skills
The Learning Environment
For employees to acquire knowledge and skills in the
training program and apply the information in their job,
the training program needs to include specific learning
principles.
1. Employees need to know why they should learn
2. Employees need to use their own experiences as bases for
learning
3. Employees need to have the opportunity to practice
4. Employees need feedback
5. Employees learn by observing and interacting with others
6. Employees need training programs to be properly coordinated
and arranged
Analyzing Training Needs
The immediate and specific needs of a company are determining factors in
the selection of the training courses and materials.

Standard as to the amount of training that should be provided for each type
of job may not be readily established, as many other factors must be
considered such as the liability and experience of the learner and the
complexity of the things to be learned.

The personnel manager, with the cooperation of the line supervisors is in the
best position to establish what and how much training is needed.
The need for training is usually indicated in the following
instances:
1. When required skill is not possessed by anyone in the work force;
2. When an employee's performance is below standard, but he has the
potential to improve the productivity;
3. When morale or production is low
4. When there is a fast turnover of the personnel;
5. When the rate of absenteeism or accident is high:
6. When restiveness or dissatisfaction mounts;
7. When supervision is lax;
8. When new technology is introduced
A questionnaire, job analysis, and cost, labor turnover, absenteeism,
and other firm information can help decide the topic. Line
supervisors must help prioritize needs.
Transfer of Training
Transfer of training is the practical application of what was learned
in the program.
Immediate supervisors and peers support opportunity to practice
what was learned the technology in the work area and self-
management skills influence the climate of transfer.
The environment is the laboratory for the transfer of learning.
Selecting the Training Methods
A number of different methods can be used to help employees
acquire new knowledge, skills and behavior.
Technology has a major impact on the delivery of training
programs.
New technology allows trainees to see, feel and hear how
equipment and other persons respond to their behavior.
The multimedia has greatly changed the training landscape and
training now could be less costly.
A. Presentation Method

It is the passive receipt of information that includes the

traditional instructions, distance learning and audiovisual
techniques. These are ideal for presenting new facts,
Information, different philosophies and alternative
solutions or processes.
B. Hands-on Training

This refers to the training method that require on-the-

job training, simulation, business games, case studies,
behavior modeling, interactive videos and web-based
training.
C. Group Building Method

It helps trainees share ideas and experiences, build group or team identity,
understand the dynamics of interpersonal relationship and get to know their
own strengths and weaknesses and those of their co-workers.
Various training techniques are available to improve work-group or team
performance to establish new teams and to improve interactions among
different teams.
All involve examinations of feelings, perceptions and beliefs about the
function of the team. This develops discussions and development of plans to
apply what was learned that will improve team performance on the job.
Evaluating the Training Program
Evaluation of training compares the post-training results to the
objectives expected by the management, trainers and the trainees.
Training is often done without any thought of measuring,
evaluating and seeing how well it works after.
Training is both time-consuming and costly and therefore
evaluation must be done.
Training assessment will measure the benefits derived from the
activity: What the employees learn is directly related to what they
carry hence, evaluation of training is put into practice.
Through cost-benefit analysis, one way to evaluate training
is to look at how much it costs and what it gives you in
return. The best way is to compare how much the output is
worth before and after training. Any improvement is a sign
of the benefits of training.

Learning
Behavior
Results
Criteria for Evaluation of Training
Criteria for Evaluation of Training
Training effectiveness should be
assessed on the basis of solid
grounds. One should look at long-
term performance, not immediate
superficial results.
Five Steps to a
Meaningful
Evaluation
Five Steps to a Meaningful Evaluation
1. Determine what to measure. Decide before you begin
training what you want to change.
2. Establish the Base line. Make sure you know the
level of performance before training begins.
3. Isolate Variables. One variable is the Hawthorne
Effect. The effect: Employees improved their
performance simply because of the attention of the
research study —not because of any changes in their
working condition.
 Five Steps to a Meaningful Evaluation
4. Measure Attitudes. This goes back to the problem of
measuring initial reactions, but it is valuable in the overall
evaluation.
5. Measure Performance. Go back to your baseline and
see what the results of the training are in terms of the criteria
you have established.
 Human Resource Development
It represents the employee's ability to handle variety of
assignments. Development helps the employee prepare for
other positions and increase their ability to move into other
jobs that may be available in the future. It prepares also the
employee for changes in current jobs due to changes in
technology, work design and customers or new products or
new type of market.
Planning and Choosing a Development
Approach
While training considers analysis as an important component of
any training program development needs analysis because it is
necessary to identify strengths and weaknesses of those that will
be given thse organizational interventions. Assessment involves
collecting information and providing feedback on employee's
behavior, communication style or skills or leadership potentials as
preparation for formal induction to the development program.
The following processes are used in the
assessment:
Assessment Centers

Employees are sent to assessment centers to take examination

covering personality tests, communication skills, personal
inventory assessments, benchmarking and other examinations.
The center is manned by a group of teams that assesses the
individual potential for leadership and other capabilities or
qualities that may be used by the organization in its future
operations.
The following processes are used in the
assessment:
Psychological Testing

Pencil and paper tests have been used for years to determine
employees' development potentials and needs. Intelligence tests,
verbal and merchanical reasoning tests can furnish useful
information about the factors of motivation, reasoning, abilities,
leadership styles, interpersonal response traits and job
preferences.
The following processes are used in the
assessment:
Performance Appraisal

Performance appraisal that measures the employees' potential

when done properly could be a good source of development
information. Observable and measurable output, attitude and
behavior, data on productivity, employee relations, job knowlesge
and leadership behavior are important source of employee
information. These are usually available in the personnel file.
Human Resources Development
Approaches
In-House or on Company Site

The planned activities that could be developed within the

company or while the employee is at work are those activities that
will enhance employees' potential to assume other jobs that the
company needs in its operation. It is imperative that managers
and supervisors plan coordinate development efforts so that the
desired developments actually occur.
The following are the In-House
Approaches:
Management Coaching

The immediate supervisor coaches he subordinate employee in

performing certain functions that are necessary for its
advancement. It combines observations and suggestions. This is
best when involves good relationships.
The following are the In-House
Approaches:
Committee Assignments

Assigning promising employees to important committees can give

the employees a broadening exercise and can help them to
understand the personalities, issues and processes governing the
organization.
The following are the In-House
Approaches:
Job Rotation

This is the process of shifting employees from one job to another.

A substantial managerial time is needed when trainees change
positions. The trainees must be acquainted with different people
and techniques in each new unit.
The following are the In-House
Approaches:
Assistant-to-the-Position

This is the assignment of an assistant to the position who works

directly under the manager. He is given the opportunity to deal
with challenging and interesting tasks. Studies and other tasks
are assigned for analysis before they are given to the head for
final implementation.
The following are the In-House
Approaches:
Job Enlargement

Refers to adding challenges or new responsibilities to the

employee's current job. This could include such activities as
special projects assignments, switching roles within a work team
or research activities.
The following are the In-House
Approaches:
Mentoring

Employees can also develop skills and increase their knowledge

about the company and its operation by interacting with more
experienced organization members. Mentoring helps new
members bring together successful senior employees with less
experienced members.
Off-site or Outside Development
Interventions
This technique can be effective because the individuals are given
the opportunity to get away from the job and concentrate solely on
what is to be learned. These interventions are usually held
outside at the company's expense and will serve as a break from
the office monotony.
The following are some of the
development programs:
Formal Education

The company sends the employee to formal seminars, workshops

and other training programs offered by training consultants and
agencies. Some companies send their employee to take
advanced studies in the graduate programs in exclusive schools
or take courses in foreign countries. The condition is usually that
an employee is tied to a contract to serve the company for a
number of years for every year of outside training.
The following are some of the
development programs:
Team Building

These organizational interventions are usually conducted away

from work about three to four days. The employees are organized
into team and solve common problems related to relationships.
The focus is on human relation issues and poor teamwork.
The following are some of the
development programs:
Case Studies

This is a classroom type of training techniques that provides a

medium through the application of management behavior
concepts and analysis. Cases are either through the use of
multimedia or case problems that are developed similar to those
existing in the work environment. Group case analysis and
presentations are made and discussions facilitate the learning
experience.
The following are some of the
development programs:
Role Playing

Role playing is a development technique requiring the trainee to

assumes a role in a given situation and act the behavior
associated with it. The facilitators provide the script and the group
evaluate the performance. The other participants provide
comments and suggestions after each performance.
The following are some of the
development programs:
Simulation

These are business games developed by human resource

experts that require the participants to analyze a situation and
decide the best course of action based to the given data.