Developing Human Resources

Training & Development

 Organization’s Value
◦ Financial Assets
◦ Physical Assets
◦ Intangible Assets – People!

2
 The answer is “YES”

 However, we must
know the purpose and
functions of training
before we can use it.

3
 Induction / Onboarding
Definition: Orientation is a systematic and
planned introduction of employees to their jobs,
their co-workers and the organization.

It is also called as Induction.

Orientation is designed to provide a new

employee with the information he/she needs to
function comfortably and effectively in the
organization.

Should be a process, not an event.

 Company
Employee Benefit
Organization and
Information
Operations

Personnel Employee Safety Measures

Policies Orientation and Regulations

Daily Facilities
Routine Tour
 The Training Function
 Expected Curve

1,000 Cars Gap

200 Cars
Performance Actual Curve
/Results
800 Cars

Time
In training terms this means we
need to develop programs to fill
the Gap 9
The reasons for not As training experts we
making the 1,000 must analyze the
cars: situation to determine
 Not enough if:
resources  Expected result too
 Poor machines high
 Poor staff skills  Target achievable

 Is training the only way

to make it happen
 Are there other factors.

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 If we follow the GAP concept, training is
simply a means to use activities to fill the
gaps of performance between the actual
results and the expected results.
 This GAP can be separated into 3 main
themes
1.Attitude
2.Skills
3.Knowledge

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Rank ASK by difficulty to develop in people
•Easy
 Attitude
 Skills •Moderately
 Knowledge difficult
•Most difficult

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1. Employee obsolescence
◦ Technical advancements, cultural changes, new
systems, computerization

2. Career plateaus
◦ Need for education and training programs

3. Employee Turnover
◦ Development plan for new employees

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 Globalization.
 Need for leadership.
 Increased value of human capital.
 Link to business strategy.
 Attracting and retaining talent.
 Customer service and quality.
 Demographics and workforce diversity.
 New technology.
 Economic change.
 Maintains qualified products / services
 Achieves high service standards
 Provides information for new comers
 Refreshes memory of old employees
 Achieves learning about new things;
technology, products / service delivery
 Reduces mistakes - minimizing costs
 Opportunity for staff to feedback / suggest
improvements
 Improves communication & relationships -
better teamwork

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 Training is a systematic process through
which an organization’s human resources
gain knowledge and develop skills by
instruction and practical activities that
result in improved corporate performance.

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 Training is short term, task oriented and
targeted on achieving a change of attitude,
skills and knowledge in a specific area. It is
usually job related.
 Education is a lifetime investment. It tends
to be initiated by a person in the area of
his/her interest
 Development is a long term investment in
human resources.

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 Needs analysis
◦ Identify job performance skills needed, assess prospective
trainees skills, and develop objectives.
 Instructional design
◦ Produce the training program content, including
workbooks, exercises, and activities.
 Validation
◦ Presenting (trying out) the training to a small representative
audience.
 Implement the program
◦ Actually training the targeted employee group.
 Evaluation
◦ Assesses the program’s successes or failures.

© 2005 Prentice Hall Inc.

8–18 All rights reserved.
 *Goldstein, I. (2002) Training in Organizations
4th Ed.
Assessment Stage Training Stage Evaluation Stage
Organizational
Needs Assessment

Task Need Assessment

Development of Design & Select Measure Training

Training Objectives Procedures Results

Development of Train Compare Results to

Criteria for Training Criteria
Evaluation
Feedback
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1. Assessing training needs
2. Preparing training plan
3. Specifying training objectives
4. Designing the training program(s)
5. Selecting the instructional methods
6. Completing the training plan
7. Implementing the training program
8. Evaluating the training
9. Planning future training

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 Task analysis
◦ A detailed study of a job to identify the specific
skills required, especially for new employees.

 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).
 Table 8–1
© 2005 Prentice Hall Inc.
8–22 All rights reserved.
On-the job-training (OJT)
◦ learn while you’re working
Off -the job-training
◦ In house, training or classroom
◦ External, consultancies or attending external classes
◦ Independent bodies, such as government talks
◦ Distance learning, from books or notes
◦ Computer-assisted learning
◦ Interactive-video training
◦ Video conferencing, same as classroom except
teachers and students are in different locations.

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 Apprenticeship training
◦ A structured process by which people become
skilled workers through a combination of classroom
instruction and on-the-job training.
 Informal learning
◦ The majority of what employees learn on the job
they learn through informal means of performing
their jobs on a daily basis.
 Job instruction training (JIT)
◦ Listing each job’s basic tasks, along with key
points, in order to provide step-by-step training for
employees.

© 2005 Prentice Hall Inc.

8–24 All rights reserved.
Three Levels of Evaluation
1. Immediate Feedback
 Survey or interview directly after training
2. Post-Training Test
 Trainee applying learned tasks in workplace?
3. Post-Training Appraisals
 Conducted by immediate supervisors of
trainees

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 An Auto Dealer has hired you to help improve
the performance of its sales and service staff.
Your first task is to conduct a needs analysis.
How will you do the TNA? Also, what possible
training and development activities would you
do to improve knowledge, skills and attitudes
of the staff?
 Benefit/Cost Ratio

Program Benefits
BCR 
Program Costs
 ROI (%)

Benefit  Cost
ROI (%)  x100
Cost
 Data entry clerks’ average wage: $9.50/hr.
 Five hours per week were spent correcting errors before
training.
 20 percent less time correcting errors saves one hour each
week.
 40 clerks.
BCR = .076 for one week. What about 13 weeks? 26 weeks?

9.50x40x1 hr
BCR   .076
$5,000
 Data entry clerks’ average wage: $9.50/hr.
 20 percent less time correcting errors saves one hour each
week.
 40 clerks.
 When clerks use their skills for 26 weeks, ROI% is almost
100%!!

380 x1  5000  4620

ROI (%)  x100  x100  92.4%
5000 5000

(380 x 26)  5000 4880

ROI (%)  x100  x100  97.6%
5000 5000