HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 1

CHAPTER

TRAINING

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 2

PREVIEW

The concept of training.

The benefits of training.

A systematic approach to training.

Examples of learning principles.

The role of computers in training.

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 3

WHAT IS TRAINING?

Training is the attempt by an

organization to change employees
through the learning process so that
they are able to perform their jobs as
efficiently as possible.

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 4

WHAT HAPPENS TO A COMPANY

WHICH DOES NOT TRAIN ITS
EMPLOYEES?

Payment to employees when learning on the

job, which may take longer if it is not properly
planned for.

Costs of wasted materials, sales and

customers lost because of mistakes made by
untrained employees.

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 5

BENEFITS OF TRAINING

Training opportunities attract and help to

retain talented workers

Training increases worker productivity

Training increases workers job satisfaction

Training keeps workers up-to-date

Training helps to motivate workers

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 6

THE
THE TRAINING
TRAINING PROCESS
PROCESS
Identify training needs

Set training objectives

Develop the training programme
Implement the programme
Evaluate the programme
HRM Principles & Practices (Second Edition)
Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 7

WHAT IS A TRAINING NEED?

A training need is a problem which prevents
work being done satisfactorily and which
can be overcome by TRAINING.

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 8

TRAINING NEEDS ANALYSIS

Who needs training?

What skills or knowledge do they need?

Do their attitudes need changing?

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 9

TRAINING NEEDS ANALYSIS

(cont.)
Levels of Analysis
Organizational Level
Organizational culture
Quality and productivity schemes
Operations Level
Job analysis
Individual Level
Evaluating individual performance against standards
HRM Principles & Practices (Second Edition)
Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 10

TRAINING NEEDS ANALYSIS

(cont.)
Sources of Information

Job descriptions

Heads of departments

Employees

Organizational records

Performance review documents

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 11

TRAINING NEEDS ANALYSIS

(cont.)
Situations

New employees

Promotion and transfer

New machinery

New procedures and policies

New products or services

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 12

TRAINING NEEDS ANALYSIS

(cont.)
Problems suggesting a training need
include:

Falling output

Rising error, scrap, waste, mistakes

Increasing time taken to complete work

Increasing accident rate

Increasing customer complaints

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 13

TRAINING OBJECTIVES
A well-written training objective includes a
statement on:

Terminal behaviour required of the trainee

Standards of performance

Conditions for performance

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 14

DEVELOPING TRAINING
PROGRAMMES
Factors to Consider

Venue

Trainer

Duration

Budget

Individual or group

Methodology

Logistics

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 15

TRAINING VENUE

On-the-job?

or
Off-the-job?

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 16

JOB INSTRUCTIONAL TRAINING/

ON-THE-JOB TRAINING
Step
Step 1:
1: Break
Break down
down the
the job
job into
into its
its separate
separate parts
parts
Step
Step 2:
2: Give
Give an
an overview
overview of
of the
the job
job
Step
Step 3:
3: Demonstrate
Demonstrate aa part
part of
of the
the job
job for
for the
the trainee
trainee
Step
Step 4:
4: Let
Let the
the trainee
trainee try
try to
to do
do what
what has
has been
been
demonstrated
demonstrated
Step
Step 5:
5: Correct
Correct any
any mistakes
mistakes made
made
Step
Step 6:
6: Let
Let the
the trainee
trainee practise
practise
HRM Principles & Practices (Second Edition)
Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 17

TRAINING METHODS

Lecture
Handouts
Audio-visual aids
Computer-aided learning/e-learning
Role-playing
Case studies
Simulation
Coaching

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 18

THE KIRKPATRICK MODEL

OF EVALUATION
Reaction: How do trainees feel about the
programme?
Learning: What have the trainees learned?
Behaviour: What on-the-job changes in
behaviour have taken place?
Results: Have cost reductions resulted?
HRM Principles & Practices (Second Edition)
Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 19

REVIEW

The concept of training.

The benefits of training.

A systematic approach to training.

Examples of learning principles.

The role of computers in training.

HRM Principles & Practices (Second Edition)

Oxford Fajar Sdn. Bhd. (008974-T), 2011

All Rights Reserved

Chapter 3 20