Employee Training and Development Lecture

1. Evaluating training success

1.1. When it comes to salaries and bonuses also you want to evaluate training success based on business impact so you want to figure out if thegoals for training were met based on

1.2. These methods are correlational in nature because all employees or former trainees are examined as a whole in a single group now it's true that something was manipulated right training that's a manipulated thing it's an independent variable in this case that we think has an impact on performance which would be our dependent variable

1.3. There's another approach that's quasi experimental as well so if you want to test the effectiveness of a newly developed training method you could give that training program to new hires then compare their performance to the population of current employees who have not received the new training this is also fairly simple but fails to control for pre-existing differences among employees that have nothing to do with the training so again there's a big lack of control

2. Career development

2.1. Helping employees obtain transferable knowledge, skills and abilities

2.2. Career planing

2.3. Career counseling

3. Develop the training program

3.1. Its needed to develop a training program that's targeted at specific goals and objectives associated with the tasks that you want employees to learn how to perform that's also going to be motivating motivating and engaging for employees and that is the absolute best method for delivering the training that you decided on

3.2. The step in developing a training program is to establish the goals and objectives for the training so you need to know what you're trying to accomplish before you can start accomplishing it the goals and objectives of the training program must be feasible too so you have to think about the time and resources that are going to be needed to allocate to the training

4. Concept

4.1. Is a planned effort by an organization to facilitate employees learning retention and job related behavior

5. Training Needs Analysis

5.1. It's really important to determine training needs both from the macro organizational perspective, from the job perspective or the tasks perspective and while also considering the individual needs of employees

5.2. The purpose of the organizational analysis is to determine those organizational factors either facilitate or inhibit training effectiveness

5.3. A properly conducted organizational analysis will focus on the goals that the organization wants to achieve and also the extent to which training will help to facilitate those goals the organizational analysis should also focus on the organization's ability to conduct training in general

5.4. You also need to consider the organizational climate for training so is there a culture of management support and supervisor support where they really want to help their employees learn and the employees are eager to learn and train and increase their skills

6. Employee orientation and onboarding orientation

6.1. Is the initial HR paperwork and the procedural aspects of being employed and an onboarding is more of a personal approach to getting employees assimilated into the work environment

7. Role of training

7.1. First if organizations are having difficulty selecting the desired applicants with the necessary knowledge and skills perform the job they're really going to have to rely on training to compensate for that inability, they have to use training to help those employees become better at performing their job and get up to speed

7.2. Also training is important because jobs change so employees may have the necessary competencies to perform a job one year but then the next year the demands are procedures change and the employee is no longer capable of performing the job with their current level of skill and knowledge so training can really help fill in the gaps in skill or knowledge that the employee can perform their job

7.3. The ultimate goal of training is always to increase in organizations profits by trying to maximize the outputs of the workforce

8. Orientation and Onboarding

8.1. Orientation is more about the procedural aspects and then Onboarding is more about the interpersonal aspects.

8.2. While Orientation is really just the process of introducing a new employee to the job, Onboarding is more about the process of integrating or assimilating new hires into a company

8.3. Orientation is kind of an impersonal broad singular occurrence that's really just intended to familiarize the new hire with the procedures of the company but an Onboarding is more of an ongoing process, it really just keeps that initial momentum of starting a new job going long into the first year after a new hire starts their job

9. Employee orientation programs

9.1. Are designed to introduce new employees to the organization so it's really just exposing new hires to the goals the policies and procedures associated with your organization. The employee orientation helps acquaint employees with the chain of command, the different departments and divisions, what type of compensation they can expect and the benefits that they'll be offered and even safety rules and procedures