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Training and Development

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23 views4 pages

Training and Development

Uploaded by

April Baccol
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Samar Colleges, Inc.

College of Graduates Studies


Catbalogan City Samar

COURSE : M.A.Ed: Educational Management


SUBJECT : EM 204: Personnel Administration
TERM : First Semister 2019-2020
PROFESSOR : Nimfa Torremoro, Ph.D.
DISCUSSANT : Agnabo, Jocelyn C.
Baccol, April Pauline E.
TOPIC : EMPLOYEE ORIENTATION
_________________________________________________________________
_____

TRAINING AND DEVELOPMENT OF EMPLOYEES

EMPLOYEE ORIENTATION
This is the procedure for providing new employees with some
basic background information about the firm.
Two levels of organization:
1. Organization/Overview orientation- topic discussed include
the overview of the company, key policies and procedures,
compensation benefits, safety and accident prevention,
employees and union relation if there is any, physical
facilities and the like.
2. Departmental and job orientation- topics about the
department and function and the duties and responsibilities
of the newly hired employee, policies, procedures, rules and
regulations, tour of the department and introduction to the
department employees.

TRAINING DEFINED – it is a learning process that involves the


acquisition of knowledge, sharpening of skills, concepts, rules
or changing of attitudes and behaviors to enhance the performance
of employees.

OBJECTIVES OF TRAING AND DEVELOPMENT


1. Improve productivity and the quality and quantity of output.
This can lead to increase in an individual’s skills in one
or more areas of expertise.
2. Effectiveness in the present job.
3. Create more favorable attitudes such as loyalty and
cooperation.
4. Helps employees in their personal development and
advancement by helping them acquire additional
qualifications for a better job.
5. Helps organize respond to dynamic market conditions and
changing customer demands.
6. Satisfy human resource planning requirements.

USING TRAINING TO DEAL WITH COMPETITIVE CHALLENGES


1.Global changes
2.Quality challenge
3.High performance work system challenge

TRAINING PROCESS
1. Training Need Analysis (TNA)/ Needs Assessment - This refers
to the process to determine if training is necessary.
Five Methods Used to Gather Needs Assessment
Information
 Interviews
 Survey Questionnaire
 Observation
 Focus Groups
 Documentation Examination

Needs Assessment Process


a. Organizational Analysis – Involves determining the
appropriateness of training, given the company’s business
strategy, its resources available for training, and
support by managers and peers for training activities.
b. Person/performance Analysis – Determining the training
needs of current employees.
c. Task Analysis – Assessing training needs of new employees.

Steps in Using Performance Analysis to Determine Training


Needs

Step 1 – Appraise employee performance to determine how


employees are doing and how they should be doing their
assigned task to take note of behavior discrepancy or lack
of experience.
Step 2 – Determine cost of value of correcting identified
behavioral discrepancy to find out its worth the cost, time,
and expense involved.
Step 3 – It is important to determine if the employee could
do the expected job if he/she wanted to or he/she cannot do
the job because of lack of skills.
Step 4 – Performance standards should be clearly
communicated to improved performance of those who cannot do
the job. For those who will not do the job, try to motivate
them to change their attitude. Rewards, punishments,
sanctions, or some combination may be needed to create a
positive climate that results in the employee utilizing
his/her skills optimally.
Step 5 – Eliminate obstacles by determining other factors
that can hinder performance such as time, equipment, and
other people.
Step 6 – Practice can improve performance.
Step 7 – If performance analysis indicates the need to
acquire skills, training is a viable consideration.
Step 8- In redesigning through job enrichment, job
simplification may be the best solution.
Step 9 – Last resort is either transfer or termination if
performance is still a failure after exhausting all means to
help the employee to improve his/her performance.

2. Designing a Training Programs/Training Objectives


a. Instructional Objectives – What principles, facts, and
concepts, should be learned in the training program taking
into consideration the position the positions and
participants?
b. Organizational and departmental objectives – What impact
will the training have an organizational and departmental
outcome such as absenteeism, turnover, reduced costs,
improve productivity, accident rate, and be like?
c. Individual and growth objectives – What impact will the
training have on the behavioral attitudinal outcomes of the
individual trainee and on the personal growth of the
trainee?

Importance of Training Objectives


a. Considering that Resources are always limited, the
training objectives actually lead the design of
training
b. It tells the trainee what is expected out of him/her
at the end of the training program.
c. It becomes easy for the training evaluator to measure
the program of the trainees because the objectives
define the expected performance of trainees.

Training Design
The design of the training program can be undertaken
only when a clear training objective clarifies what
goal has to be achieve by the end of the training
program.

3. Validation
Introduce and validate training before a representative
audience. Base final revisions on pilot results to ensure
training effectiveness.
4. Implementation of the Training Program
a. The trainer- needs to be prepared mentally before the
delivery of the content.
b. Physical setup- good physical setup is a prerequisite for
effective and successful training program because it
makes the first impression of the participants.
c. Establishing rapport with participants
d. Reviewing the agenda- the trainer must tell the
participants the goal of the program, what is expected of
the trainers, the flow of the program and how the program
will run.

5. Training Evaluation- this will help check whether training


has the desired effect.
PURPOSES OF TRAINING EVALUATION
a. Feedback
b. Research
PROCESS OF TRAINING EVALUATION
Before training
The learner’s skills and knowledge are assessed before
the training because this can help determine whether the
actual outcomes are aligned with the expected outcomes of
training.

During the training


This is the phase at which instruction is started.
This usually consist of short tests at regular
intervals.

After the training


This phase is designed to determine whether training
given had the desired effect at individual departments and
organizational levels.
One can also determine the success of the training program
according to:
 Reaction of the learner
 Learning level
 Behavior of the learner
 Results

TRAINING OPTIONS
1. Outsourcing- Out sourcing allows organizations to
concentrate on their core business.
2. Internal training- some outsource company recruit
external trainers and call them to the company site to
train employees.
3. Product related training- the apparatus dealer may choose
to send their trainers or recruit outside trainers.
4. Independent professionals- in this option the
responsibility of training is entirely on the individual
and a better trained professional will always have better
worth than others.

TRAINING METHODS

Cognitive Methods
1. Lecture/Discussion approach- it involves transmitting
large amount of factual information to a large number
of people at a given time.
2. 3Demonstrations/Hands-on Method- this requires the
trainee to be actively involved in learning.
3. Computer-based Training(CBT)- this is an interactive
training experience in which the computer provides the
learning stimulus where the trainee must respond.
4. Virtual Reality- is a training method that puts the
participant in 3D environment.
Behavioral Method
1. 2Games and Simulations- this method stimulates learning
because participants are actively involved and they mimic
the competitive nature of business.
2. Case Studies and Role Playing- this is an effective training
technique for reducing role conflict between a supervisor
and a union steward.
3. On-the-Job Training (OJT)- involves having a person learn a
job by actually performing it.
Techniques for on-the-job development
a. Coaching/mentoring
b. Job rotation
c. Job Instruction Technique (JIT)
d.
DISTANCE LEARNING OR E-LEARNING IN THE PHILIPPINES

Benefits of E-Learning
 Reduce logistics and administration cost, compared to
training under a conventional class mode;
 Wider variety of program offering since courses can be
recycled or adjusted to form a new module; and
 Availability of courses at all time.

Problems in the Use of E-Learning


 Poor telecommunication infrastructures
 Cost of appliance
 Cost of service
 Teacher’s fear of the technology because of limited know-how
 Maintenance of ICT resources and lack of technical staff
 Limited availability of education software and courseware.

Reference:
Corpuz, Crispina R. PP73-79, Human Resource Management

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