Human Resource

Management
Developing Human
Resources
Training & Development

What Gives Value to an

Organization?

Organizations Value
Financial Assets
Physical Assets
Intangible Assets People!

Do Organizations Need Training

The answer is YES

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

Did you know...

Each year, corporate America
provides nearly 2 billion training
hours to 60 million employees
(Diether & Loos, p. 28).

That means
Corporate and government spend for
training activities in North America in 2013
was approximately $141.7B.
Average expenditure for all corporate
training activities (employee and customer)
to be about .7 percent of annual revenues
(or $7 for every $1000 in company
revenues)

Did you know...

Not more than 6-10 % of

expenditures in training actually
result in transfer to the job.
Broad and Newstrom

Induction

/ Onboarding

Orientation
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.

The Orientation Process

Company
Organization and
Operations

Employee Benefit
Information

Personnel
Policies

Daily
Routine

Employee
Orientation

Safety Measures
and Regulations

Facilities
Tour

The

Training Function

The Gap Concept

Expected Curve

Gap

1,000 Cars

Performanc
e/Results

200 Cars

Actual
Curve
800 Cars

Time

In training terms this means we

need to develop programs to fill
the Gap
12

Training Needs
The reasons for
not making the
1,000 cars:
Not enough
resources
Poor machines
Poor staff skills

As training experts we
must analyze the
situation to
determine if:
Expected result too high
Target achievable
Is training the only way
to make it happen
Are there other factors.

13

The ASK Concept

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

14

Exercise 2
Rank ASK by difficulty to develop in people
Attitude
Skills
Knowledge

Easy
Moderately
difficult
Most difficult

15

3 Reasons to Consider Conducting

an Internal Needs Analysis
Employee obsolescence

1.

Technical advancements, cultural changes, new

systems, computerization

Career plateaus

2.

Need for education and training programs

Employee Turnover

3.

Development plan for new employees

16

Whats Changed the

Emphasis on Training?
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.

Importance of Training

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
18

What is Training?

Training is a systematic process through

which an organizations human resources
gain knowledge and develop skills by
instruction and practical activities that
result in improved corporate performance.

19

Differences between Training,

Education & Development
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.

20

The Training and Development

Process

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 programs successes or failures.

821

2005 Prentice Hall Inc.

All rights reserved.

Model of the Training Process*

*Goldstein, I. (2002) Training in
Organizations 4th Ed.

Assessment Stage

Training Stage

Evaluation Stage

Development of
Training Objectives

Design & Select

Procedures

Measure Training
Results

Development of
Criteria for Training
Evaluation

Train

Compare Results to
Criteria

Organizational
Needs Assessment
Task Need Assessment

Feedback
22

Nine Steps in the Training

Process
1.
2.
3.
4.
5.
6.
7.
8.
9.

Assessing training needs

Preparing training plan
Specifying training objectives
Designing the training program(s)
Selecting the instructional methods
Completing the training plan
Implementing the training program
Evaluating the training
Planning future training

23

1. Analyzing Training
Needs

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).

Task
Analysi
s
Record
Form

Table 81
825

2005 Prentice Hall Inc.

All rights reserved.

5) Selecting Instructional Methods

Note: This is the most important step

On-the job-training (OJT)

learn while youre 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.
26

Training Methods (contd)

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 jobs basic tasks, along with key points,
in order to provide step-by-step training for
employees.
827

2005 Prentice Hall Inc.

All rights reserved.

8) Evaluating the Training

Three Levels of Evaluation

1.
Immediate Feedback

2.

Post-Training Test

3.

Survey or interview directly after training

Trainee applying learned tasks in workplace?

Post-Training Appraisals

Conducted by immediate supervisors of

trainees

28

Activity

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?

Models

Benefit/Cost Ratio

Program Benefits
BCR
Program Costs

ROI (%)

Benefit Cost
ROI (%)
x100
Cost

Benefit/Cost Ratio Example

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

Now with ROI%

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