explaining the development of the organization human resources, how to organize the training, and develop the HR managerial skills as well as their capabilities (ugik sugiharto, GBS)

1. TRAINING and DEVELOPMENT
Presented by Sugiharto, SH. MM
© HRM ONE Created by Sugiharto, SH.MM - MMX

2. The EMPLOYEES ORIENTATION
A procedure for providing new employees with basic
background information and INTRODUCING about
the Organization
Familiarization the new recruit /
employees to Organization and
Its values
Its beliefs and
The acceptable behaviors
MOK = MASA ORIENTASI KARYAWAN
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

3. The EMPLOYEES ORIENTATION
Orientation Content
Information on employee benefits
Personnel Policies
The Daily Routine
The Company Operations
Safety measures
The regulations
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

4. The EMPLOYEES ORIENTATION
4 Successful Orientation to accomplish
Make them feel welcome and at ease
Understanding the organization
in a broad sense
Make clear to them what is
expected in terms of work and
behavior
becoming socialized into the firm’s
ways of acting and doing things
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

5. The EMPLOYEES ORIENTATION
Orienting = Socialization Learning how things are
done in the organization
to teach new employees about:
The Organization’s history
The Organization’s culture
the Main Objectives The management practices
Intense socialization increases
employees’ commitment to the
success of the company
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

6. The TRAINING
Of Human Resource
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

7. TheTO KNOW BASIS
NEED
TRAINING & HRD
play a significant role in achieving a
company’s strategic goals
Training is crucial to bring about change and
the operation of a world-class organization
TRAINING
Recognition of cultural differences and different
And work practices and approaches is important
Development
programs must be monitored to respond to
changing needs
Training and development must be
differentiated
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

8. The TRAINING & HRD
The FACTORS CONTRIBUTING TO HRD GROWTH
The role of HRD in improving
organizational competitiveness
The recognition of employees as a
valued resource
The Technological change
A shift in the demographic
composition of The Indonesian
workforce
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

9. Human Resource Development
The Relation to Other HRM Functions
Job Analysis Organizational
Change
Staffing Process HRD
ACTIVITIES
Performance
Management Organizational
System Design
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

10. Human Resource Development
Employee
Responsibilities
HRD HRD Responsibilities
RESPONSIBILITIES within an Organization
Supervisor
Responsibilities

11. The TRAINING SCOPE
Effort initiated by an organization to
foster learning among its members
Tends to be narrowly focused and
oriented toward short-term
performance concerns
DEVELOPMENT
Effort that is oriented more toward
broadening an individual’s skills for
the future responsibilities
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

12. The TRAINING BACKGROUND
The Learning experience that seeks relatively permanent change
Training tends to be done for current job Training and development is
important to ensure that
people continue to learn skills,
etc. to help the company be
successful

13. The Objective to Change
Motivation
Attitudes
Values
The Affective
The examples Of Results
TRAINING Build team spirit
OUTCOMES Enhance self-confidence
self-awareness
self- management
Social -awareness
Relationship management
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

14. The TRAINING PROCESS
The process of teaching new
employees the basic skills they
need to perform their jobs
Performance management:
the process employers use to make
sure employees are working toward
organizational goals
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

15. The TRAINING
Identify job performance skills needed
PROCESS
assess prospective trainees skills
NEED ANALYSIS
Developing objectives
Produce the training program content
INSTRUCTIONAL
DESIGN
Trying out the training to a small
representative audiences
VALIDATION
Implement the Assesses the program’s
Evaluation
program successes or failures
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

16. The SKILLS TRANSFER
Maximize the similarity between the
training situation and the work situation
Provide adequate practice
identify each feature of the machine and
/ or labeling step in the process
Direct the trainees’ attention to
important aspects of the job.
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

17. MOTIVATE The LEARNER
Trainees learn best when the trainers
immediately reinforce correct responses
People learn best by doing
The schedule is important The Organization must provide as
The learning curve goes much realistic practice as possible
down late in the day,
less than full day training is
most effective
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

18. ANALYZING The
TRAINING Needs
Task Analysis
A detailed study of a job to identify the
specific skills required, especially for
new employees
Performance
Analysis
Verifying that there is a performance
deficiency and determining whether
that deficiency should be corrected
through training or through some other
means (such as transferring the
employee)
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

19. Having a person learn
OJT – On The Job Training a job by actually doing
the job.
TRAINING DEVELOPMENT
OJT Methods Coaching Job Rotation Special assignment
Inexpensive and
OJT the Advantages immediate feedback
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

20. TRAINING DEVELOPMENT
Steps in OJT Prepare The Learner
Present the Operation
Do The Try Out
Follow Up
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

21. TRAINING DEVELOPMENT
A structured process by which people become
Apprenticeship
skilled workers through a combination of
training
classroom instruction and on-the-job training
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

22. The majority of what employees learn on the
TRAINING DEVELOPMENT job they learn through informal means of
Informal learning performing their jobs on a daily basis.
Job instruction training (JIT)
Listing each job’s basic tasks,
along with key points, in order
to provide step-by-step training
for employees
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

23. TRAINING DEVELOPMENT
Audio Visual Based
Training
To illustrate following a sequence over time
To expose trainees to events not easily demonstrable
in live lectures
To meet the need for organization wide training and it
is too costly to move the trainers from place to place
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

24. TRAINING DEVELOPMENT
Simulated training
Training employees on special off-the-job CBT Advantages
equipment so training costs and hazards Reduced learning time,
can be reduced. Cost-effectiveness,
Instructional consistency
Computer-based training (CBT)
CBT Types
Electronic performance support systems Intelligent Tutoring systems
(EPSS) Interactive multimedia
Virtual reality training
© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

25. THANK YOU
For LISTENING
HRM Development
Presented by
Sugiharto, SH. MM
Re-programmed
Presentation created by
ugik013 Presentation Pro
Images provided by
Personal collections
Closing theme performed by
David Archuletta
E-mail: ugik013@yahoo.com
STIE GICI Business School
© 2012