1、Training and Developing Employees Gary Dessler.Human resource management (Ninth Edition) M.Tsinghua University Press.2005, 187-189 Training refers to the methods used to give new or present employees the skills they need to perform their jobs. Training might mean showing a new Web designer the intri
2、cacies of your site, a new salesperson how to sale your firms product, or a new supervisor how to interview and evaluate employees. Training is a hallmark of good management, and a tack manager overlook at their peril. Having high-potential employees doesnt guarantee theyll succeed. Instead. they ha
3、ve to know what you want them to do and how you want then to do it. If they dont, theyll do the jobs their way, not yours. Or they will improvise, or, worse, do nothing productive at all. Good training is vital. Why the training business is booming “Training” is more inclusive than it used to be. Tr
4、aining used to focus mostly on teaching technical skills. such as training assemblers to solder wires or teachers to write lesson plans. Today, such technical training is no longer enough. Employers today have to adapt to technological change, improve product and service quality, and boost productiv
5、ity to stay competitive. Doing so often requires remedial education. For example, quality improvement programs require employees who can produce charts and graphs and analyze data. Similarly, todays employees need skills (and thus training) in team building, decision making, and communication, as we
6、ll as technological and computer skills (such as desktop publishing and computer-aided design and manufacturing). And as competition demands better service, employees increasingly require customer service training. As one trainer puts it: “we dont just concentrator on the traditional training object
7、ives anymore. . . We sit down with management and help them identify strategic goals and objectives and the skills and knowledge needed to achieve them. Then we work together to identify whether our staff has the skills and knowledge, and when they dont, thats when we discuss training needs.” Trends
8、 like these help explain why training is booming. In one survey, about 84% of employees reportedly received some type of formal training while with their current employers. On average, employees annually received about 45hours of training, about one-third of which was formal, and two-thirds informal
9、. Larger U.S. firms spent about $54 billion training employees in 2000. Much of that paid the salaries of in-house training specialists, but more than $19 billion went to outside vendors for materials, and services. The Five-Step Training and Development Process Training programs consist of five ste
10、ps. The first, or need analysis step, identities the specific job performance skills need, analyzes the skills and needs of the prospective trainees, and develops specific, measurable knowledge and performance objectives. In the second step, instructional design, you decide on, compile, and produce
11、the training program content, including workbooks, exercises, and activities； here youll probably use techniques like those discussed in this chapter, such as on-the-job training and computer-assisted learning. There may be a third, validation step, in which the bugs are worked out of the training p
12、rogram by presenting it to a shall representative audience. The fourth step is to implement the program, by actually training the targeted employee group. Fifth is an evaluation and follow-up step, in which management assesses the programs successes or failures. Most employers probably do not (and n
13、eed not) create their own training materials, since many materials are available on-and offline. For example, the professional development site thinq. com offers a wide range of Web-based courses employees can take online. And many firms, including American Media, Inc, of West Des Moines, lowa, prov
14、ide turnkey training packages. These include a training leaders guide, self-study book, and video for improving skills in areas such as customer service, documenting discipline, and appraising performance. Training and Learning Training is essentially a learning process, and studies show there arc s
15、everal things you can do to improve learning. Make Learning Meaningful It is usually easier for trainees to understand and remember material that is meaningful. Therefore: 1、 Al the start of training, provide a birds-eye view of the material to be presented. Knowing the overall picture facilitates l
16、earning. 2、 Use a variety of familiar examples. 3、 Organize the information so you can present it logically, and in meaningful units. 4、 Use terms and concepts that are already familiar to trainees. 5、 Use as many visual aids as possible. Make Skills Transfer Easy Make it easy to transfer new skills
17、 and behaviors from the training Site to the job site: 1、 Maximize tile similarity between the training situation the work situation. 2、 Provide adequate practice. 3、 Label or identify each feature of the machine and/or step in the process. 4、 Direct the trainees attention to important aspect of the
18、 Job. For example, if youre training customer service representatives how to handle incoming calls. first explain the different types of calls they will encounter and how to recognize such calls. 5、 Provide “heads-up”, preparatory information. For example, trainees learning to become first-line supe
19、rvisors often face stressful conditions, high workload, and difficult subordinates back on the job. Studies suggest you can reduce the negative impact of such events by letting trainees knew they might happen. Motivate the Learner Here are some ways to motivate the trainee: 1、 People learn best by d
20、oing. Try to provide as much realistic as possible. 2、 Trainees learn best when the trainers immediately reinforce correct responses, perhaps with a quick “well done”. 3、 Trainees learn best at their own pace. If possible, let them pace themselves. 4、 Create a perceived training need in the trainees
21、 minds. In one study, pilots who had experienced pre-training accident-related events subsequently learned more from an accident-reduction training program than did those experiencing fewer such events. You could illustrate the need for the training by showing videos of simulated accidents. Similarl
22、y, “before the training, managers need to site down and talk with the trainee about why they are enrolled in the c1ass, what they are expected to learn and how they can use it on the job”. 5、 The schedule is important too: The learning curve goes down late in the day, so that “full day training is n
23、ot as effective as half the day or there-fourths of the day”. Legal Aspect of Training Various laws apply to training program design and implementation. For example, employers may unknowingly violate EEO laws by training relatively few women or minorities. Or perhaps the reading level of the trainin
24、g manuals is too high for some minority trainees, who are thus doing poorly, quite aside from their aptitude for the jobs theyre being trained for. You may eventually have to show that your training admission process is valid-that it predicts performance in the training program or on the job. In one
25、 recent ADA case, the former employee said that in addition to terminating him, General Motors had denied him training because of him HTV/AIDS disability. The person received $7000 in back pay and $28000 in compensatory damages. Negligent training is another legal hazard. Negligent training occurs w
26、hen an employer fails to train adequately. and the employee subsequently harms a third party. This is particularly a problem when the business (such as armed security guard) is armed at serving the public. Precautions to take include these: 1、 Confirm claims of skill and experience for all applicant
27、s. 2、 Extensively train employees who work with dangerous equipment, materials or processes. 3、 Ensure that the training includes procedures to protect third parties health and safety (including those of other employees). 4. Evaluate the training activity to determine its effectiveness in reducing n
28、egligence risks. Speaking of the country, the education and training may improve nationals overall quality, thus makes the contribution for the economical grow. Organizes speaking of the enterprise, training may seek out talent on potential, displays the talented Person to affect, builds the enterpr
29、ise the core competitive ability, serves for the organization goal realization； Speaking of the staff individual, training may make the staff to renew the idea, grasp the new technology, to adapt organizations higher request, deal will the challenge work. The function of enterprise trains displays i
30、n: Enhances the work achievements； Enhances the feeling satisfies and the security level； establishes the outstanding enterprise culture and the image. The training goal lies in: Strengthens staffs occupational ethics； Raises the specialized Level； sharpens the working ability. The training total pr
31、inciple includes: Training must adapt enterprises realistic demand； Training must support the enterprise the goal； Training should be one kind of management； the training management must have the unity and the scientific nature； Training carry on for obtaining the ideal behavior consequence； Trainin
32、g should sever tar staffs self-development and the occupation development. The training principle of equality includes: Will process the enterprise in the near future the goal and the long term strategic relations； Must achieve studies for the Purpose of application； Must Pay attention to the Principle which the adult studies； Training is CEOs important responsibility； Must Pay attention to the individual differences； Pay attention to the training effete the feed back and the training result strengthening； Must pay great attention to drive Principle.
