HUMAN RESOURCE MANAGEMENT – BBC 1109 (5TH WEEK)

LECTURE HANDOUTS
PART III: Training and Development

 Training cycle
 New employee orientation program
 Training process
 Types of training need analysis

 Principles in designing a training program

A) Brief Description of the Topic

(B) Learning Outcomes

 Outline the training process

 Evaluate the implementation of the training program

(C) Related Video

 TRAINING & DEVELOPMENT in HUMAN RESOURCE

MANAGEMENT | DEFINITION | PROCESS | EVALUATION | PART I
https://www.youtube.com/watch?v=RQlOmcYdmh4

(D) Sources of Lecture

 Articles, Related Videos, Presentations, and Research

(E) Number of Hours

 3 Hours - lesson delivery

LECTURE HAND-OUT
PART III: Training and Development

Training

Training refers to an education process in which employees get a chance to develop

skills, competency, and learning as per the post-duty requirements. So simply we can say it is a
process of increasing the knowledge and skills of an employee. Training is performed with the
aim of improving the knowledge and skill that are needed to perform their existing jobs. That’s
why it is short time/term focused and for a fixed duration. Mainly it is the result of initiatives,
taken by management and it is a result of outside motivation.

Development

Development refers to an informative process that mainly helps in understanding the

overall growth and improvement of the skills of the employee. So simply we can say it is a
process of learning and growth. Developments are performed with the aim of improving
knowledge and skill to face future challenges. That’s why it is long time/term focused, which
takes place throughout the life of a person. Mainly it is the result of initiatives, taken by self and
it is a result of self-motivation.

Training and Development

Training and development initiatives are educational activities within an organization that
are designed to improve the job performance of an individual or group. These programs typically
involve advancing a worker’s knowledge and skillsets and instilling greater motivation to
enhance job performance.

Training programs can be created independently or with a learning administration system,

with the goal of employee long-term development. Common training practices include
orientations, classroom lectures, case studies, role playing, simulations and computer-based
training, including e-learning.

What is the purpose of training and development in organizations?

Training is one of the best ways to value your employees. It shows them that you are as
invested in their well-being and growth as they are in your growth as a company. Employees
who are looked after will never want to look elsewhere.

Prepares for upcoming challenges

Training can be a pre-emptive step to train employees for expected/unexpected changes

in the industry. In times like ours when trends change constantly under the influence of online
evolution, keeping our teams prepared just makes good sense.

Fosters Leadership

There is no better way to create future leaders than to train the best bunch. This will also
lead to a clear career path for employees preventing attrition and dissatisfaction.

Growth of the company

Any company dedicated to training its workforce will only prosper and move forward.
The employees are a major part of a company's assets and taking care of them will mean taking
care of the organisation.

What are the types of training and development?

The types of training programs are -

 Technical training is a type of training meant to teach the new employee the
technological aspects of the job.
 Quality training refers to familiarizing employees with the means of
preventing, detecting, and eliminating non-quality items, usually in an
organisation that produces a product.
 Skills training, the third type of training, includes proficiency needed to
actually perform the job.
 The fourth type of training is called soft skills training. Soft skills refer to
personality traits, social graces, communication, and personal habits that are
used to characterize relationships with other people.
 Professional training is a type of training required to be up to date in one’s
own professional field.

What are the examples of training and development?

The example of training and development could be that tax laws change often, and as a
result, an accountant must receive yearly professional training on new tax codes. Lawyers need
professional training as laws change. A personal fitness trainer will undergo yearly certifications
to stay up to date in new fitness and nutrition information. In a consulting business, technical
training might be used so the consultant knows how to use the system to input the number of
hours that should be charged to a client. In a restaurant, the server needs to be trained on how to
use the system to process orders.

What are the benefits of training and development?

The benefits of training and development are -

 Employee training and development increases job satisfaction and morale among
employees.
 Reduces employee turnover.
 Increases employee motivation.
 Increases efficiencies in processes, resulting in financial gain.
 Increases capacity to adopt new technologies and methods.
 Increases innovation in strategies and products.
 What is the best practice for the training and development of employees?

Some of the best practices for training and development of employees are -

 Align training with management’s operating goals - Management always has

operating goals like better performance, productivity, quality, or customer satisfaction, to
name a few. Once you know the goals, you can design targeted programs.
 Survey your employees first - The best source of information about organizational
performance and needs are the current employees. They know a lot about what’s going
on and what, if anything, should be changed.
 Consider different learning styles and methods - While creating learning content and
courses for your L&D staff, keep in mind that they’ll each have different learning styles
and methods too, the same way the rest of the employees do. Make sure you have
learning materials available for each type of learning style.
 Measure results - Successful companies measure outcomes to make sure they continue
to get the biggest bang for their buck

Training cycle

The training process is often depicted as a cycle. This depiction suggests a process of
continuous improvement, both in terms of training processes and in terms of the professional
development of learners. Knowledge is a process of continual change—job requirements change
with time and training processes evolve with technologies and organizational needs. In addition,
every process and every person has room for continuous improvement. No professional ever
stops growing in expertise—there is always something new to learn and ways to improve. No
training organization is static either—opportunities for improvement always exist based on what
is learned from past training and the evolving profession. The training cycle reflects how this
continuous improvement occurs. This cycle is composed of interrelated components that are the
steps of a systematic process, usually starting with identifying learning needs and ending with
assessing learning and training evaluation. But the cycle can be started at other points, depending
on what has previously occurred.

What Are The Stages of Training?

In the broadest view, there are four phases of a training process: planning,
implementation, delivery, and evaluation.

1. Assessment Stage

The training process begins with identifying the need and assessing whether the training
is required. Once it has been decided that training is needed, the organization will need to
identify those skills or competencies that need reinforcement. Usually, training is determined
based on skills, attitude, or a knowledge gap.

2. Development Stage
Once the organization has decided that training is needed and identified essential skills
and competencies that require reinforcement, the development stage now focuses on creating
training materials and content. Whether it is determining the appropriate environment for the
training or getting the right training tools, the development stage is where all the planning
activities are carried out.

3. Delivery Stage

Next is the delivery stage. It is usually an overlooked phase, but an essential one because
without implementing whatever was planned, the organization will not meet its goals or
objectives. Ideally, this is the phase where the organization needs to conduct the actual training.
Some factors will come into play; to determine how the training will be delivered. These factors
may include individual style, demographics, training intervention, etc.

4. Evaluation Stage

This is the last stage of the training process. It is meant to reflect on the training outcome
and suggests ways to improve future training programs. Were there any challenges or pluses that
can help you improve on how you can improve the training process? Were there any foreseen
risks that came to pass? Did you achieve your goals and objectives? These are some of the
questions that will make you better carry out a future training process.

New employee orientation program

How To Create an Effective New Employee Orientation Program

Employee orientation is important to both the new hire and the company itself. Not only
does it acclimate new employees to the environment, it also provides valuable insights to the
company that contributes to the continued growth and improvement of the program. While
having a system in place for welcoming new employees is universally known to be helpful to the
company and employees, many companies struggle to find the ideal mix of activities to make the
employee feel welcome and give them a strong start to their new job.

In this article, we will discuss the components of an orientation program, what is

important, and how to design an orientation program.

Purpose of orientation
New employee orientation is a great opportunity for a company to make a positive first
impression on newly hired employees. The employee, undoubtedly nervous about their first day,
benefits from a warm welcome and the company gets to share the positive aspects of working on
their team. As many people name feeling unwelcome as a reason for leaving a job, it’s important
to have a solid orientation program in place. Good reasons for implementing an effective
orientation plan include:

Reduce anxiety

Depending on the person, anxiety can have a crippling effect, impeding the ability to
learn about their new job effectively. Orientation helps to ease the new employee into the
workplace while guiding them through the first awkward days on the job.

Reduce costs

The benefits of a proper orientation far outweigh the costs, as they can help the employee
get acclimated to the job and workplace culture much more quickly, reducing the time and costs
associated with learning the job.

Reduce turnover

Employee turnover increases when employees don’t feel valued or are essentially set up
to fail at their jobs. An orientation serves to show the employee that they are valued by the
organization and support their success by providing the tools they need to do the job.

Save time

When human resources present an initial orientation that covers all the topics, supervisors
and co-workers are less likely to have to take time out of their days to teach the employee about
company policies, where everything is, and how to work the necessary equipment. When these
items have already been covered, management and co-workers need only to help reinforce the
concepts.

Outline expectations
When an employee learns upfront what is expected of them and what to expect from
others, less time is spent trying to find out these things through guesswork and trial-and-error and
more time is spent getting the company’s money’s worth from the employee.

How to design an effective orientation program

Most companies begin their employee orientation programs by welcoming the employees
to the team, followed by an outline of the company’s basic policies procedures. Expectations
should be clearly set and new employees should be excited about becoming productive members
of the team. To map out the orientation process to get the maximum payoff, try following the
steps below to get started:

1. Welcome the employee

From the time the new employee walks in the door, the focus should be on easing their
anxiety. Having an agenda outlined for the first few days will help the employee know what to
expect. They should be escorted around the office to be introduced to everyone on their team,
and their direct supervisors should have some one-on-one time with them, preferably an off-site
lunch, where both parties can feel more at ease.

2. Provide the employee handbook

The handbook should cover compensation/benefits, details about pay periods, direct
deposit, payroll deductions, health insurance, attendance/leave and safety/security policies and
any rules of conduct, including anti-harassment, dress code, drug and alcohol policy, computer,
social media and phone use and fraternizing with co-workers.

3. Go over policies

New employees should be made aware of rules and policies right away to help them
avoid the blunder of accidentally doing something embarrassing. Basic topics to cover should
include parking, signing in (if applicable), breaks, etiquette and any other policies that are super
important for every employee to follow.

4. Thoroughly explain the details of the job

Within the first few days, it’s important to touch on and reinforce what you spoke about
during the interviewing process to allow the employee to form a sense of connection with the
company. This process helps new employees understand the company’s expectations, values and
mission so they can connect their specific job to the pursuit of fulfilling these goals.

5. Set goals and action steps

During their first week on the job, new employees should meet with their supervisor to
have an in-depth discussion about job responsibilities and objectives. The employee should be
prepared to ask questions to gain a clear understanding of their expectations, tasks and priorities.

6. Clearly define overarching expectations

Management must instill in new employees a full understanding of the company’s

strategic goals and how the employee’s goals are properly aligned with supporting this overall
vision. Knowing what they’ll be evaluated on will empower them to do a better job, and when
they’re encouraged to attain goals that are in line with a larger purpose, the employee will feel
their purpose and importance within the organization and pursue company goals as their own.

Orientation tips for new employees

Starting a new job is exciting. Starting fresh, learning new things, meeting new people—
it can be a lot to take in. When you start, you’ll likely be guided through an orientation process,
during which you’ll meet your colleagues, find out where your office is, learn about benefits and
sign a lot of paperwork. Here are a few tips to make the process as anxiety-free as possible:

1. Arrive on time

Or, better yet, early. The first impression is the lasting impression. To ensure your timely
arrival, plan accordingly. Do a dry run a couple of days before you start, driving to the office in
morning traffic to gauge how much time you’ll need to leave yourself. Note any available
secondary routes in case of a road blockage.

2. Dress the part

Speaking of first impressions, make sure you’ve dressed appropriately. You’ll want to be
comfortable and adhere to the dress code, which you should have been informed of during the
orientation scheduling. If you weren’t, play it safe by wearing something similar to what you
wore to the interview. A good rule to follow for the first couple of weeks on the job is to match
the style of what the other employees are wearing, but go more formal. This will set the tone for
your time at this job.

3. Be prepared

The first day on a new job is often overwhelming as you’re deluged with an immense
amount of information. Make sure you bring a pen and a small notepad to take notes. You’ll be
filling out a lot of basic paperwork, so make sure you bring what you need to ensure you have all
the necessary information at your fingertips. It’s smart to carry a bit of cash, in case you need to
get coffee, lunch or anything else that may come up.

4. Do your research

Since you’ve already been hired, it should be safe to assume that you know a thing or two
about the company. It’s recommended that you do a little more digging the night before your
orientation begins. If they provided you with an employee handbook before the orientation, make
sure you thoroughly read everything and have your questions ready.

5. Get enough sleep

It’s understandable to be anxious and maybe restless right before you start a new job, but
make sure you’re getting the recommended amount of sleep, as you’ll awake more energized,
with better skin and a sharper mind to help you digest the copious information you’ll be
receiving. You’ll need the extra energy, for sure.

6. Bring a snack

And a water bottle. Just in case.

7. Ask questions

The purpose of the orientation is to give you all the information you need to succeed from
day one. Keep this in mind if you become nervous about asking questions. Listen carefully and
pay attention, but ask if you don’t understand something, as it could prove very important later.
You’re expected to ask questions—just make sure they’re necessary and intelligent.
The Training Process

Comprises a series of steps that need to be followed systematically to have an efficient

training program. Training is a systematic activity performed to modify the skills, attitudes, and
behavior of an employee to perform a particular job.

Training Process;

Needs assessment: The first step in the training process is to assess the need for training the
employees. The need for training could be identified through a diagnosis of present and future
challenges and through a gap between the employee’s actual performance and the standard
performance. The needs assessment can be studied from two perspectives: Individual and group.
Individual training is designed to enhance the individual’s efficiency when not performing
adequately. And whereas the group training is intended to inculcate the new changes in the
employees due to a change in the organization’s strategy.

Deriving Instructional Objectives: Once the needs are identified, the objectives for which the
training is to be conducted are established. The objectives could be based on the gaps seen in the
training programs conducted earlier and the skill sets developed by the employees.

Designing Training Programme: The next step is to design the training program in line with
the set objectives. Every training program encompasses certain issues such as: Who are the
trainees? Who are the trainers? What methods are to be used for the training? What will be the
level of training? etc. Also, a comprehensive action plan is designed that includes the training
content, material, learning theories, instructional design, and the other training requisites.

Implementation of the Training Programme: Once the design of the training program is
completed, the next step is to put it into action. The foremost decision that needs to be made is
where the training will be conducted either in-house or outside the organization.

Evaluation of the Training Programme: After the training is done, the employees are asked to
give their feedback on the training session and whether they felt useful or not. Through feedback,
an organization can determine the weak spots if any and can rectify it in the next session. The
evaluation of the training program is a must because companies invest huge amounts in these
sessions and must know its effectiveness in terms of money.

Types of training needs analysis

It includes the performance analysis, target population analysis, sorting training needs
and wants, job analysis, and task analysis. Discovers training needs that are related to the
organization's work.
Performance Analysis: a specialized discipline that provides athletes and coaches with
objective information that helps them understand performance. This process is underpinned by
systematic observation, which provides valid, reliable, and detailed information relating to
performance.

Target population analysis: A target population analysis is a “snap shot” of your learners so
that you can thoughtfully prepare to meet your learners' needs. It helps you decide who needs
training and how a specific course must be customized to meet the learner's needs, and it
identifies what class groups are appropriate.

Sorting training needs and wants: A Training Needs Analysis focuses on your organizational
goals and objectives and then figures out the tasks and people needed to get there. It gathers
some baseline data about where your employees are starting so that you can give them the tools
they need to meet your company's goals.

Job Analysis: is the process of studying a job to determine which activities and responsibilities
it includes, its relative importance to other jobs, the qualifications necessary for performance of
the job and the conditions under which the work is performed.

Task Analysis: is the process of breaking a skill down into smaller, more manageable
components. Once a task analysis is complete, it can be used to teach learners with ASD a skill
that is too challenging to teach all at once.

These four principles engage participants, improve learning, and encourage

the application of knowledge and skills back on the job.

 Show and Tell. Motivating people to change their behavior after training can be difficult.
The reason for this is based on neuroscience. Our previous blog discussed the two
systems of the brain – one is automatic and emotional and the other is slower and
rational. Most behavior is automatic and driven by our emotional system. It is energy-
consuming to recruit the rational system and control automatic actions. Therefore, people
are quickly exhausted when trying to change their behavior. If you want people to
change, you have to appeal to both the emotional and rational systems. To appeal to the
emotional system, show participants something that will make them feel something,
explained Dan and Chip Heath in their book, “Switch.” Give them a glimpse of a grim
reality or a vision of an exciting potential future. For example, if you are training leaders
on motivating employees, show a video of their employees describing their vision of an
engaging day. Presenting something visual makes learners feel something, which gives
them motivation to change. To appeal to the rational system, tell participants exactly the
kind of change they need to make. For example, outline specific actions they should take
daily to improve employee motivation. Making abstract ideas practical increases the
chance that training concepts transfer to work.
 Relate information to what learners already know. The brain is automatically drawn
toward what it has already seen and heard. Activate relevant prior knowledge to help
learners organize and retain new information. For example, during a collaboration skills
course, ask participants to call to mind a difficult team experience and use this to generate
a list of obstacles to effective collaboration (e.g., lack of trust, cultural differences and
dominant individuals). These obstacles become cognitive “hooks” on which strategies
hang. Different learners will gravitate toward different strategies depending on the
obstacles they experience, which creates a personalized and “sticky” learning experience.
 Incorporate stories. Stories enhance learning. They activate not only language
processing brain regions, but brain regions that would activate if we were actually
experiencing events of the story. For example, sensory regions activate in response to
descriptions of smells or sights, and motor regions activate in response to descriptions of
motion. This wide distribution of information throughout the brain facilitates later
retrieval.

For example, if you are facilitating a course on innovation, you might use a story
to illustrate the tunnel vision bias– the concept that when people focus narrowly on
achieving an objective, they often miss unexpected opportunities.

 Have learners set goals. Use goal-setting to make training “stick.” Research shows that
when people set specific goals, they create new habits in the automatic system of their
brains. So, even during times of stress or distraction, their brains remain committed to the
goal. At the end of training, have learners write down training-related goals – what they
will do, when and where. This will help them transfer what they learned to work. These
tips will help ensure your training program meets its objectives.

References:
 https://explore.darwinbox.com/hr-glossary/training-and-development#:~:text=Training
%20and%20development%20refers%20to,to%20better%20perform%20specific
%20tasks.
 https://www.ibm.com/topics/training-development
 https://www.managementstudyhq.com/stages-of-training.html
 https://www.indeed.com/career-advice/career-development/new-employee-orientation-
program
 https://youtu.be/RQlOmcYdmh4
 https://businessjargons.com/training-process.html
 https://trainingindustry.com/articles/content-development/4-principles-for-effective-
training-design-based-on-neuroscience/