ÿþCHAPTER 5 TRAINING AND HR DEVELOPMENT  

I. Overview on training and HR development  

II. Training and development process  

III. Methods of training & development  

I. Overview on training and HR development  

1. Definition  

Training and development  

A process of providing knowledge and improving skills, enhancing professional virtue for employees to meet job demand both current and future.  

Employee training  

Employee training is now-oriented  

" designed to achieve a relatively permanent change in an individual that will improve his or her performance.  

" The process of teaching new employees the basic skills they need to perform their jobs.  

" training goals should be tangible, verifiable, timely, and measurable.  

Training is either on-the-job or off-the-job  

Employee development is future-oriented.  

helps employees to understand cause and effect relationships, learn from experience, visualize relationships, think logically.  

not only for top management candidates; all employees benefit  

2. Training and development programs  

a. Labor oriented training  

b. Skill development training  

c. Safety training  

d. Career training  

e. Management and monitor training  

a. Labor oriented training  

Objective: Provide information that will guide new employees integrating in new environment or when organization has its new organizational structure.  

b. Skill development training  

Objective: building and improving necessary skills needed for employees to adapt changes in current and future job  

c. Safety training  

Objective: prevent and reduce working accidents and to fulfill legal requirements.  

d. Professional training  

Objective: up date and provide new knowledge.  

e. Management and monitor training  

Objective: to help monitors and managers understanding how to make administrative decisions and methods to work with subordinates.  

3. Roles of training and development  

a. Individuals  

b. Organization  

c. Society  

a. For individuals  

- Help employees self confident, better work performance  

- Improve professional skills  

- Meet employee development demand.  

- The manager have chances to approach to modern management methods  

- Create the close relationship between labor and organization.  

b. For enterprise  

- Increase productivities, improve task efficient and productivity; improve task efficient and quality.  

- Reduce employee monitor and evaluation  

- Increase organizational stability  

- Maintain and improve the quality of HR  

- Make good conditions to apply technical and management progresses  

- Improve organizational competitiveness  

c. For society  

- Provide high quality HR for society  

- Provide good citizen for society  

- Stimulate development and cooperation in society.  

II. TRAINING PROCESS  

" Define training needs  

" Define training objectives  

" Select participants  

" Select training program and methods  

" Select teachers/ tutors  

" Estimate the training costs  

" Implement the training program  

" Training evaluation  

1. Defining training program  

" Define:  

- when,  

- What division  

- What skills  

- Who  

- How many people  

" Bases for defining training program  

" Job requirements now and future  

" Current skills of employees  

" Analyze and evaluate job performance  

" Methods to collect information to define training needs  

- Individual interview  

- Questionnaire  

- Job performance analysis.  

2. Define training objectives  

defining what must be achieved of a training program, includes:  

- Training skills  

- Knowledge and ability of participants after training  

- Quantity and structure of participants  

- Training time  

3. Selecting training participants  

A process to choose training participants based on training demand, labor s motive, the impacts of training on participants and participant professional ability  

4. Selecting training program and methods  

Training program: A list of training courses will be offered that reflect what knowledge and skills need to train and how long is the training.  

Based on these, organization can select training methods.  

5. Select training lecturers/tutors  

- Can be selected from within organization, hired in from outside or combination of two above mentioned methods.  

- Training teachers/tutors also need to be trained to clearly understand training objectives and training structure.  

6. Estimating training cost  

The training cost is estimated based on:  

- Training program  

- Training method  

- Teachers/ training equipments and utilities.  

7. Implement training program  

- Organize training course  

- Encourage participants participate in the training program fully and actively.  

8. Evaluating training program  

- Training objectives, if training achieve its objectives?  

- Training results and cost  

- Training cost and benefits  

- The training results includes:  

" Knowledge  

" Satisfy of participants  

" Possibility to apply learn knowledge and skills into practice.  

- Evaluation methods:  

" Interview  

" Questionnaire  

" Observation&  

III. Training and development methods  

" On-the-job training (OJT)  

Job instruction training  

Apprenticeship training  

Coaching and instruction  

Job rotation  

" Off the job training and development  

Organize training courses near organization  

Send employees to study in universities.  

Out side lectures, workshops or seminars  

Programmed training  

Long distance-based training  

Laboratory based trainings  

Behavior modeling  

Skill training  

1. On the job training  

1.1. Instruction training  

Listing each job s basic tasks, along with key points, in order to provide step-by-step training for employees.  

" Lecturer explains the job objectives, gives detail explanation on job by steps  

" Employees observe, discuss, do a tryout  

" Applicable for direct workers and management staffs  

1.2. Apprenticeship training  

A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training  

1. On the job training  

" Working under supervision of high experienced and skilled workers until they become skilled workers  

" Applicable for training a perfect job  

1.3. Couching and instruction  

Managers and monitors learn necessary knowledge and skills by couching and instruction of better managers through:  

o Coughing and instruction by direct manager  

o Couching by some managers  

o Couching by better experienced managers  

1.4. Job reference and rotation  

Do move manager from one job to another one to help them getting experiences from different fields of management so that they can do better at higher positions in the future.  

èð Advantages:  

" Does not require space and specific equipments  

" Reality: new employees can work and can earn a living  

" Have positive changes in knowledge and practical skills immediately.  

" Easy to work with colleagues in future  

èð Disadvantages  

" The theory on job may not be trained systematically  

" Learners may learn un-advanced knowledge and skills from guided managers.  

2. Off the job training  

2.1. Organize training courses near/beside organization  

The training course include theory and practice:  

" The theory instructed by engineers, technical staffs  

" Practice instructed by high experienced engineers or workers.  

2.2. Study at colleagues/universities  

organization sends employees to study at certain colleagues or universities to study at certain fields of specification.  

2.3. Lectures, workshops  

The learners discuss by topic under supervision of group leaders by which they can get necessary knowledge and experiences.  

2.4. Programmed training with computer assistant  

Training program is written on computer, learners study themselves with the assistant of computer.  

2.5. Distance and internet-based training  

" Teletraining  

- A trainer in a central location teaches groups of employees at remote locations via TV hookups.  

" Videoconferencing  

- Interactively training employees who are geographically separated from each other or from the trainer via a combination of audio and visual equipment.  

" Training via the Internet  

- Using the Internet or proprietary internal intranets to facilitate computer-based training.  

2.6. Laboratory based training  

Use case study, role playing, game theory to help trainee solving problems similar to realistic problems.  

2.7 Behavior modeling  

- Modeling: showing trainees the right (or model ) way of doing something.  

- Role playing: having trainees practice that way  

- Social reinforcement: giving feedback on the trainees performance.  

- Transfer of learning: Encouraging trainees apply their skills on the job.