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Training
 Preview

 The concept of training

 The benefits of training
 A systematic approach to training
 Examples of learning principles

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 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

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 The Ask Model

Change
Change A
Attitudes
Attitudes

Develop
Develop S
Skills
Skills

Increase
Increase K
Knowledge
Knowledge

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 Training is a Learning
Partnership

The Training Training

Department Vendors

Employees Employers Consultants

Heads of
Department Educational
Institutions

The Organization

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 What Happens to a Company Which
Does Not Train Its Employees?

Margaret Anne Reid (2004) and her

co-authors in Human Resource Development
point out that the following costs will be incurred if
an employer does not train his employees:

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 What Happens to a Company Which
Does Not Train Its Employees? (cont.)

 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.

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 What Happens to a Company Which
Does Not Train Its Employees? (cont.)

 Management time cost taken to undo the

mistakes made by the untrained employees.
 Lowered morale, leading to higher turnover,
among team members who are demotivated by
working with an untrained employee.

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 What Happens to a Company Which
Does Not Train Its Employees? (cont.)

 Accident-related costs; it is well-documented

that untrained workers tend to have more
accidents.
 Higher turnover leading to recruitment costs
because employees feel they have no
prospects of further development.

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 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

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 Learning Organizations

 A learning organization is one which is

permeated with a culture whereby all employees
continuously attempt to increase their
knowledge and skills on a cooperative basis.
 The organization takes proactive steps to retain
this knowledge within the organization.

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 The Training Process

Identify training needs

Set training objectives

Develop the training programme

Implement the programme

Evaluate the programme

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 What is a Training Need?

A training need is a problem which prevents work

being done satisfactorily and which can be
overcome by TRAINING

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 Training Needs Analysis

Training Needs Analysis (TNA) identifies:

Who needs training?
What skills or knowledge do the employees
need? Do their attitudes need changing?

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 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

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 Training Needs Analysis
(cont.)

Sources of Information
 Job descriptions
 Heads of departments
 Employees
 Organizational records
 Performance review documents

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 Training Needs Analysis
(cont.)

Situations
 New employees
 Promotion and transfer
 New machinery
 New procedures and policies
 New products or services

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 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

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 Training Objectives

A well-written training objective includes a

statement on:
 Terminal behaviour required of the trainee
 Standards of performance
 Conditions for performance

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 Developing Training Programmes

Factors to Consider
 Venue
 Trainer
 Duration
 Budget
 Individual or group
 Methodology
 Logistics

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 Training Venue

On-the-job?

or

Off-the-job?

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 Job Instructional Training/
On-the-job Training

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 Training Methods

 Lecture
 Handouts
 Audio-visual aids
 Computer-aided learning/e-learning
 Role-playing
 Case studies
 Simulation
 Coaching
 Apprenticeship
 Projects/Special assignments
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 Training Methods (cont.)

Which Methods to Use?

 A, S or K?
 Active or Passive?
 Cost and facilities?

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 Learning Principles

 The learner must want to learn

 Active learning is more effective than passive
learning
 Feedback or knowledge of results is essential
 Learning is faster in teams

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 The Kirkpatrick Model of
Evaluation

Learning: What have the trainees learned?

Results: Have cost reductions resulted?

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 E-learning

 E-learning allows learners

to learn at the speed
which suits them best.
 E-learning allows for savings
on logistics costs.
 E-learning allows employees to learn at times
which suits them best.

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 Review

 The concept of training

 The benefits of training
 A systematic approach to training
 Examples of learning principles

Human Resource Management Principles and Practices (Fourth Edition) All Rights Reserved
© Oxford Fajar Sdn. Bhd. (008974-T), 2018 3–29