Dessler Chapter 6 The training process BUSMHR 3200 Notes Part 2 o Training is the method employers use to give new or present employees the skills they need to perform their jobs o The task is to identify the employee behaviors the firm will require to execute its strategy and from that deduce what competencies employees will need o The next step is to put in place training goals and programs to instill these competencies Addie five step training process o 1 Analyzing the Training Needs Task Analysis required a detailed study of the job to determine what specific skills is Skills are the best assessment for determining the training required The employer then designs a training program to eliminate the skills gap Performance Analysis verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means Analytical Tools o Supervisors peer self and 360 degree performance reviews o Job related performance data o Observation by supervisors or other specialists o Interviews with the employee or his or her supervisor o Tests of things like job knowledge skills and attendance o Attitude surveys o Assessment centers Talent Management employees as for selecting training appraising and paying them using the same set or list of competencies for recruiting Competency Model summary of the competencies someone would need to do the job well o the employer would use resulting profile to formulate training consolidates usually in one diagram a precise Planning the overall training program including training objectives delivery methods and program evaluation Setting Learning Objectives Should address rectifying the performance deficiencies that you identified with needs analysis Creating a motivational learning environment Learning requires both ability and motivation Ask these questions before design What organizational need will the requested training address What issues are driving the training request How will trainees performance improve due to training What can the organization expect as a return on its investment Is training the solution o 2 Design the overall training program objectives o 3 Develop the course Program development means actually assembling creating the program s training materials o 4 Implement Training Behavior Modeling Showing trainees the right or model way of doing something letting each person practice the right way to do it and providing feedback regarding performance 1 Modeling 2 Role Playing 3 Social Reinforcement 4 Transfer of training Vestibule Training A technique in which trainees learn on the actual or simulated equipment they will use on the job but receive their training off the job Necessary when on the job training is too costly or dangerous o 5 Evaluate the course s effectiveness Cross training o Training employees to do different tasks or jobs than their own o Facilitates flexibility and job rotation as when you expect team members to occasionally share jobs Management development o any attempt to improve managerial performance by imparting knowledge changing attitudes or increasing skills Managerial on the job training Job Rotation moving management trainees from department to department to broaden their understanding of all parts of the business o The trainee may spend several months in each department o This helps the trainee to not only broaden his or her experience but also discover the job he prefers Coaching Understudy Method the new manager receives ongoing advice often from the person he or she is to replace In house development centers o also called universities o usually combine classroom learning with other techniques such as assessment centers and online learning to help develop employees and other managers Dessler Chapter 6 Performance Appraisal and Management o Evaluating an employee s current and or past performance relative to his or her performance standards o Assume that performance standards have been set and that the employee gets feedback to help eliminate performance deficiencies or to continue to perform above par Performance Appraisal Process o 1 Setting work standards o 2 Assessing the employee s actual performance relative to those standards o 3 Providing feedback to the employee with the aim of helping him or her to eliminate performance deficiencies or to continue to perform above par SMART goal setting o Effective goals are considered to be Specific clearly state the desired results Measurable Attainable Relevant clearly derive from what the manager and company want to achieve Timely reflect deadlines o Insight into setting motivational goals 1 Assign specific goals 2 Assign measurable goals 3 Assign challenging but doable goals 4 Encourage participation Different sources used to rate an employee s appraisal o Peer Appraisals o Rating committees usually composed of the employee s immediate supervisor and three or four other supervisors o Self Ratings employees usually rate themselves higher than supervisors do o Appraisal by subordinates also called upward feedback can help top managers understand their subordinate s management styles identify potential people problems and take corrective action with individual managers o 360 degree feedback the employer collects performance information from the employee s supervisors subordinates peers and internal or external customers Graphic Ratings Scale Method o Lists a number of traits and a range of performance for each o The supervisor rates each subordinate by circling or checking the score that best describes the subordinate s performance for each trait and then totals the scores for all traits Alternation Ranking Method o Ranking employees from best to worst on a trait or traits o Done because it is usually easier to distinguish between the worst and best employees than to rank them o A form is used to indicate the employee who is highest and lowest alternating between highest and lowest until you ve addressed all employees to be rated Paired Comparison Method on each trait o Every subordinate to be rated is paired with and compared to every other subordinate o There is a chart that shows all possible pairs of employees for each trait Then the supervisor indicates who is the better employee of the pair and the number of times an employee is rated better is added up Forced Distribution Method o The manager places predetermined percentages of subordinates in performance categories as when professors
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