TRAINING AND

DEVELOPMENT OF
HUMAN RESOURCES
CHAPTER 5

Training

the process where people acquire

capabilities to aid in the achievement of
organizational goals.
the goal of training is for employees to
master the knowledge, skills and
behaviors emphasized in training
programs and to apply them in day-today activities.

Orientation: Training of New

Orientation- is the planned introduction of new employees to their
Employees
jobs, co-workers and the organization.
The HRD has to design the orientation program and incorporate the
following topics:
1.

Company policies, rules and regulation

2.

Corporate Mission and Vision, company officers and corporate goals

and objectives, its product and services and other important
clienteles.

3.

Explain company system, benefits and other services available to

employees and their families.

4.

Provide overview of job setting and work rules.

5.

Introduce the employee to co-workers and the company working

environment.

Orientation: Training of New

Employees

Purpose of Orientation of New

Employees
1. Productivity enhancement
2. Turnover reduction
3. Organization effectiveness
4. Favorable employee impression
5. Enhancement interpersonal acceptance

A Systematic Approach to
Training

The development of intellectual capital

includes the following:
1.

Basic skills- skills needed to perform

ones job effectively

2.

Advanced skills- the use of technology to

share with other employees.

3.

Understanding of the customer needsthe global market is quality competitive.

A Systematic Approach to
Training

1.

Assessment Phase- an important part of the companys

strategic human resource planning is the identifcation of the
knowledge, skills, abilities that will be needed by the employees
in the future as both job and the organization change.

a. Organizational Analysis- the specific source of information

and operational measures or an organizational level needs
analysis.
b. Task Analysis- the job description and the job specifications
provide information on the performance expected and the skills
necessary for employees to accomplish the required work.
c. Individual Analysis- the use of performance appraisal data
in making this individual analysis is the most common approach.

2. Employees Readiness for Training- the

employees must set a positive tone for training.
A positive attitude is the desire of the trainee to
learn the content of the training program.
The following factors influence the motivation
to learn:
a. Self- efficacy
b. Understanding the benefits or
consequences of training
c. Awareness of training needs, career interest
and goals
d. Basic skills

3. The Learning Environment- learning involves a

permanent change in behavior.
Specific Learning Principles:
a. Employees need to know why they should learn
b. Employees need to use their own experiences as bases
for learning
c. Employees neeed to have the opportunity to practice
d. Employees need feedback
e. Employees learn by observing and interacting with others
f. Employees need training pogram to be properly
coordinated and arranged

Analyzing Training Needs

The immediate and specific needs of a company are determining factors in
the selection of the training courses and materials. Standard as to the amount
of training that should be provided for each type of job may not be readily
established, as many other factors must be considered such as the liability and
experience of the learner and the complexity of the things to be learned. The
personnel manager, with the cooperation of the line supervisors is in the best
position to establish what and how much training is needed.

The needs for training is usually indicated in the following

instances:
1. When required skill is not possessed by anyone in the work force;
2. When an employees performance is below standard, but he has the
potential to
improve the productivity;
3. When morale or production is low;
4. When there is a fast turnover of the personnel;
5. When the rate of absenteeism or accident is high;
6. When restiveness or dissatisfaction mounts;
7. When supervision is lax;
8. When new technology is introduced.

Training needs may be ascertained by considering the following

question:
1. Is there a problem to be solved?
2. Where does it exist (which department)?
3. Who needs the training?
4. What is the nature of the training?

4. Transfer of Training
Practical application of what was learned in the program. Immediate
supervisors and peers support opportunity to practice what was learned
the technology in the work area and self-management skills influence
the climate of transfer. The environment is the laboratory for the
transfer of learning.

5. Selecting the Training Methods

a. Presentation Method- is the passive receipt of information that
includes the traditional instructions, distance learning and
audiovisual techniques.
b. Hands-on Training- refers to the training methods that require on
the job training, simulation, business games, case studies, behavior
modeling, interactive videos and web-based training.
c. Group Building Method- It helps trainees share ideas and
experiences, build group or team identity, understand the
dynamics of interpersonal relationship and get to know their own
strengths and weaknesses and those of their co-workers.

6. Evaluating the Training Program

Evaluation of training compares the post-training results to the
objectives expected by the management, trainers and the trainees.
a. Learning
b. Behavior
c. Result

Criteria for Evaluation of Training

Training program are usually evaluated on the basis of their
intended objectives:
1.
2.
3.
4.
5.

Determine what to measure

Establish the Base line
Isolate Variables
Measure Attitudes
Measure Performance

Human Resource Development

Development refers to formal education, job experiences, relationships, and
assessments of personality and abilities that employees prepare for future.

Planning and Choosing a Development Approach

While training considers analysis as an important component of any
training program development needs analysis because it is necessary to
identify strengths and weaknesses of those that will be given these
organizational intervention s.

The following processes are used in the assessment:

1.
2.
3.

Assessment center
Psychological Testing
Performance Appraisal

Human Resources Development Approaches

The following are the In-House Approaches:
1. Management Coaching
2. Committee Assignment
3. Job Rotation
4. Assistant-to-the Position
5. Job Enlargement
6. Mentoring

Off-site or Outside Dvelopment

Interventions
This technique can be effective because the individuals are given the
opportunity to get away from the job and concentrate solely on what is to be
learned.
The following are some of the development programs:
a. Formal Education- the company send the employee to formal seminars,
workshops and other training programs offered by training consultants and
agencies.
b. Team Building- these oragnizational interventions are usually
conducted away from work about 3 to 4 days.
c. Case Studies- this is a classroom type of training techniques that
provides a medium through the application of management behavior concepts
and analysis.
d. Role Playing- is a development technique requiring the trainee to
assumes a role in a given situation and act the behavior associated with it.

THANK YOU!