Chapter 6

TRAINING AND DEVELOPMENT

EMPLOYEES
(Socializing, Orienting and Developing Employees)
MAINTENANCE OF HR
Maintenance is the supportive function
of human resources management. Through
it, the employee receives his due share of
wages and salaries, rewards and
sanctions, psychological motivation,
wholesome and safe physical working
conditions.
FUNCTIONS OF MAINTENANCE

Working Orientation
Physical Working Conditions
Motivation
Performance Evaluation
Compensation Administration
Management-Labor Relations
Movement
OBJECTIVES OF TRAINING
AND DEVELOPMENT
Improving Quality of
Workforce

Enhance Employee Growth

Prevents Obsolescence
OBJECTIVES OF TRAINING
AND DEVELOPMENT

Assisting New Comer

Bridging the gap between

planning & implementation

Health and safety measures

 TRAINING VS DEVELOPMENT
TRAINING DEVELOPMENT

Understand information
Learn specific behaviors
concepts, context; develop
FOCUS & actions; demonstrates
judgment; expand
techniques & processes
capacities for assignments

TIME FRAME Short- term Long-term

Preparation for current
GOAL Preparation for changes
job

PARTICIPATION Required Voluntary

 ORIENTATION
Orientation is the assistance given to
the newly hired employee in adjusting to
the new work environment which
encompasses the people around him, the
facilities of the organization, the programs
and services, and technology used in the
production of goods and delivery of
services.
 PURPOSES OF ORIENTATION
OVERALL GOAL
To help new employees learn about their new
work environments and get their performances
to acceptable levels as soon as possible.

SPECIFIC PURPOSE OF ORIENTATION PROCESS

To create an initial favorable impression
To enhance interpersonal acceptance
To reduce turnover
 PURPOSES OF ORIENTATION
OTHER BENEFITS OF BETTER
EMPLOYEE ORIENTATION
Stronger loyalty to the organization
Greater commitment to organizational
values and goals
Lower absenteeism
Higher job satisfaction
 PURPOSES OF ORIENTATION
Prepare Employees to perform their job
effectively
Learn about the organization
Establish work relationship
Making new employees familiar with the
organizations rules, policies and
procedures
 TYPES OF ORIENTATION
1. FORMAL TYPE
This type is used when there is a group of new
workers that are regularly taken in periodically.

2. INFORMAL TYPE
In smaller organization, the newly hired worker is a
assisted by another employee of the same
department where the former is assigned to work.
RESPONSIBLE FOR ORIENTATION
1. CEO rally employee to do their best.
2. The Head of HR Department acts as
coordinating unit.
3. The Supervisor helps the employee to
adapt with his/her new environment.
 LEVELS OF ORIENTATION

1. Organizational Orientation is concerned in

relevance and interest of the employees.
2. Department and Job orientation is
concerned in topic and issues.
 TRAINING

Training is a process by which people

improve their knowledge, skills & attitudes
and use them to enhance their performance
on the job.

Training is expensive. Without

training it is more expensive.
-Nehru
 OBJECTIVES OF TRAINING
EMPLOYEES
To provide knowledge and skills to new
entrants and to help them to perform their
role and job well.
To coach employees for more complex and
higher level jobs.
To educate employees new and innovative
ways and techniques of performing job.
 METHODS OF IDENTIFYING
TRAINING NEEDS
1. Needs Assessment
Organizational Analysis
What are the training needs of the
organization?
Task Analysis
What are the training needs of each job in the
organization?

Individual Analysis
What are the training needs of each individual
employee in the organization?
 METHODS OF IDENTIFYING
TRAINING NEEDS

2. Ensuring employee readiness for

training.

3. Creating a work environment.

4. Ensuring transfer of training

 METHODS OF IDENTIFYING
TRAINING NEEDS
5. Selecting Training Methods
Presentational
Hand-on
Group-or Team Building
6. Evaluating Training Program
Cost Benefit Analysis
Training Outcomes
 TRAINING
PROCESS/METHODS
Assessment Step

Setting Training Objectives

Training Step

Evaluation Step
 TYPES OF TRAINING
Orientation
On-the-job Training
Vestibule Training
Training for Tenured Employees
 Subtypes of Regular and
Permanent in the organization
TYPE OF PLACE OF TYPE OF
EMPLOYEES TRAINING PROGRAM

Operative
On-site Formal
Employees

Managerial
Off-site Non-formal
Employees
 DEVELOPMENT

Development prepares individuals for

the future. It focuses on learning and
personal development.
Objectives of Development
Understand strengths and weaknesses
Identify a developmental goal
Identify a process for recognizing goal
accomplishment
Identify strategies for reaching the
development goal
3 PARTS OF DEVELOPMENT
DEVELOPMENT APPROACHES

1. JOB-SITE METHODS
A number of job-site development methods
are available. A major difficulty with
development that takes place on the job site
is that too often unplanned activities are
regarded as development.
DEVELOPMENT APPROACHES

2. OFF-SITE METHODS
Off-the-job-site development techniques can
be effective because they give the individual
an opportunity to get away from the job and
concentrate solely on what is to be learned.
 JOB-SITE METHODS

JOB ROTATION
Job Rotation is the process of shifting an
employee from job to job.
ASSISTANT TO POSITIONS
An Assistant-to-Positions is a staff position
immediately under a manager. Assignments such
as this are useful if trainees have the opportunity
to deal with challenging and interesting
assignments.
 JOB-SITE METHODS

COMMITTEE ASSIGNMENTS
Assigning promising employees to important
committees can give these employees a broading
experience and can help them to understand the
personalities, issues, and processes governing
the organization.
 OFF-SITE METHODS
CLASSROOM FORCES AND DEGREES
Organizations often send employees to externally
sponsored seminars for professional courses.
These programs are offered by many colleges
and universities and by professional associations.
LECTURE
Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a
topic.
 OFF-SITE METHODS

SIMULATIONS (BUSINESS GAMES)

Simulation is creating computer versions of real-
life games.
In Business Games, trainees are given some
information that describes a particular situation and
are then asked to make decisions that will best suit in
the favour of the company.
OUTDOOR TRAINING
Organizations send executives off to ordeals in
the wilderness.
 CAREER PLANNING

Career Planning is the processes by

which the individual worker patterns and
orchestrates hi separate but related work
activities to prepare him together with the
organization to take greater and personal
responsibility for his future.
OBJECTIVE OF THE CAREER
PLANNING

The ultimate aim of the career planning is

to make the individual accept responsibility
for whatever he achieves.
 CAREER PLANNING
(Assumption, Value & Limitation)
ASSUMPTION OF CAREER PLANNING
Status quo in ones position is not the agenda of
his employment s stated above. Everyone wants
a happier and new year in his job.
VALUE OF CAREER PLANNING
The process makes him more motivated
because he is doing what he wants and he is
able and willing to accept responsibility for his
growth and accomplishment.
 CAREER PLANNING
(Assumption, Value & Limitation)

LIMITATION OF CAREER PLANNING

The real intention of career planning is noble.
However, in the content of present Philippine
culture, the process itself may be a deterrent to
the achievement of its objective
 OPERATIONALIZING THE
CAREER PLANNING PROGRAM
Utilize the career growth
cycle
Plan and utilize the job
itself

Set goals

Conduct frequent
performance review and
feedback
Career Growth Cycle
Performance

Effort Success

Goals Recognition

Feedback Esteem
 COUNSELING

Counseling is the person-to-person

relationship between a professional guide
and client and which the former helps the
latter solve his own problem.
 TYPES OF COUNSELING
(Problem of the Counselee)

1. JOB COUNSELING
It deals mainly with job-related problems like
habitual tardiness in submission of job
reports and in reporting to work, sub-standard
productivity, significant material wastage,
very sticky superior-subordinate relationship.
 TYPES OF COUNSELING
(Problem of the Counselee)

2. PERSONAL COUNSELING
It deals principally with psychological, moral,
religious, social problems affecting the family
and his family.
Ex.: alcoholism, moral turpitude, family and home
problems, etc.
Who Does Counseling?

Supervisor

Counselor

Psychiatrist
COUNSELING APPROACHES
1. DIRECTIVE COUNSELING
The counselee is confused and cannot
himself. He needs somebody to solve his
problem.
2. NON-DIRECTIVE COUNSELING
The counselee has the ability to see through
himself and his problem. He can solve his
problem and thus help himself.
COUNSELING APPROACHES
3. NON-COERCIVE
This is an eclectic approach using directive
and/or non-directive technique depending on
the type of client, problem and the way the
circumstances surrounding the problem and
narrated.
 CAREER SCREENING AND
PLANNING
CONCEPT OF CAREER
Career is the pattern of work related
experiences (e.g. job positions, job duties,
decisions, and subjective interpretations
about work related events) and activities over
the span of the persons work life.
 CAREER STAGES
1. Growth Stage
2. Exploration Stage
3. Establishment stage
i. Trial Substage
ii. The Stabilization Substage
iii. The Midcareer Crisis
4. Maintenance Stage
5. Decline Stage
CAREER MANAGEMENT MODEL

ASSESSMENT RESEARCH

MAKE DECISIONS
AND SET GOALS

READJUST OR
TAKING ACTION
NEW TRANSITION
CAREER MANAGEMENT MODEL
ASSESSMENT
Clarify and understand your interests, skills, values, and personality.
RESEARCH
Explore career or job opportunities that interest you.
MAKE DECISIONS AND SET GOALS
Evaluate the pros and cons of feasible options and create goals and
timelines.
TAKING ACTION
Write or update your resume, interview, evaluate or accept a job
offer, or begin work or study toward a long-term career goal.
READJUST OR NEW TRANSITION
Assess and regroup, or begin anew.
Presented by:
ANGELO M. MOLINA

ECON 3