1. FATTIN KHUDZAIMAH MOHAMAD KHUDZRI
WAN NOOR FARIHAN WAN MOHD ZIN
NUR LISMA RUHILA BINTI ALIAS
TASNIM ANIQA BINTI ABD MUTALIB
NOR SYAFIQA ADHANA BINTI ASMUAT
NORHASFIZA BINTI ROOSLI
2. • HRD : integrated use of training,
organizational development,
team & organization effective
• can be broken up into human
resource & development
INTRODUCTION TO TRAINING AND
DEVELOPING EMPLOYEES
3. • Training: Process whereby people
acquire capabilities to perform
jobs.
• Development : Efforts to improve
employee’s abilities to handle a
variety of assignments and to
cultivate employee’s capabilities
beyond those required by the
current job.
4. DEVELOPMENT TRAINING
FOCUS
• understand
information
concepts and context
• develop judgment
• expand capabilities
for assignment
• learn specific
behavior and action
• demonstrate
technique and
process
TIME • longer time • shorter time
DEVELOPMENT vs. TRAINING
5. DEVELOPMENT TRAINING
EFFECTIVENESS
MEASURE
•HR – based
competitive
advantage
• availability of
qualified people
when needed
• possibility of
promotion from
within
•performance
appraisals
• cost – benefit
analysis
• passing tests
• certification
DEVELOPMENT vs. TRAINING (continue)
6. TRAINING PROCESS
• Four phases :
Training
Needs
Assessment
Evaluation
Training
Delivery
Training
Design
7. STEP 1:Training Need Assessment
1. Represent diagnosis phase
2. Measures the competencies of a company, a
group, or an individual as they relate to what
required in the strategic plan
3. The steps are:
• Analyzing training need
• Establish training objectives and priorities
8. STEP 2:Training Design
1. Training are designed to the assessed specific
needs.
2. 3 primary considerations when design
training:
• Determining learner readiness
• Understanding different when designing
styles
• Designing training for transfer
10. Orientation
• Planned introduction of new employees to their jobs, co-
workers, and the organization
• Effective orientation achieves several key purposes:
1. Establishes a favorable employee impression of the
organization and the job
2. Provides organization and job information
3. Enhance interpersonal acceptance by co-workers
4. Accelerates socialization and integration of the new
employee into the organization
5. Ensures that employee performance and productivity
begin more quickly
11. Cross Training
•Occur when people are trained to do more than one job
•Advantage : flexibility and development
Disadvantage: not appreciated by the employees
•It threatens job jurisdiction and broadens job.
- require scheduling work differently during training
- decrease productivity
•To overcome : give bonuses for successfully completing the
cross training
13. INTERNAL TRAINING
•Generally applies very specifically to a job
• Training that occurs through
interactions and feedback among
employees
• Learn the job informally from asking
questions or getting advice from others
Informal
Training
• Should be planned
• The supervisor or manager conducting
the training must be able to both teach
and show the employees what to do
On the Job
Training
(OJT)
14. EXTERNAL TRAINING
•The training that takes place outside the employing
organization and is used extensively by organizations of all
sizes.
• The employers outsource training to
external training firms, consultants
and other entities.
Outsourcing of
Training
• The Workforce Investment Act (WIA)
provides states with block grant
programs that target adult
education, disadvantaged youth, and
family literacy
Government-
Supported Job
Training
• The employers pay for additional
education for their employees
Educational
Assistance
Programs
15. E-LEARNING
• Use of the Internet or an organizational
intranet to conduct training online.
Advantages
• Is self-paced;
trainees can
proceed on their
own time
• Is
interactive, tapping
multiple trainee
senses
• Allow trainers to
update content
relatively easily
• Is good for
presenting simple
facts and concepts
Disadvantages
• May cause trainee
anxiety
• Requires easy and
uninterrupted
access to computers
• Is not appropriate
for all training
content
• Requires significant
support from top
management to be
successful
16. STEP 4:Evaluation
REACTION
•How did
the learner
react to
the course?
LEARNING
•How well
did the
learner
apply the
new skills
and
knowledge
during the
course?
BEHAVIOR
•What
changes in
job
behavior
resulted
from the
training?
RESULTS
•What
results did
we achieve
in terms of
the training
objectives
previously
set?
18. CAREER
• Series of work related positions a
person occupies throughout life.
CAREER PLANNING
Organization-Centered
Career Planning
Individual-Centered
Career Planning
CAREERS & CAREER PLANNING
22. SPECIAL CAREER ISSUES FOR
ORGANIZATION AND INDIVIDUALS
Carrier Plateaus
Technical and
Professional Workers
Dual-Career Couples
23. HUMAN RESOURCES DEVELOPMENT
PROCESS
ASSESS DEVELOPMENT NEEDS
FORMULATE HR PLANS
CARRY OUT SUCCESSION PLANNING
IDENTIFY NECESSARY CAPABILITIES
CONDUCT DEVELOPMENT PLANNING
DETERMINE DEVELOPMENT APPROACHES
EVALUATE DEVELOPMENT SUCCESS
24. Formulate Strategic HR Plans
Assess the Capabilities and
Interest of Current
Employees
Develop Preliminary
Replacement Charts
Address Succession Planning
Engage in HR Development
Periodically Review and
Re-assess Plans
25. DEVELOPMENT NEED
ANALYSES
METHODS
Assessment Centers
- collections of instruments &
exercises
- to diagnose individuals development
needs
- provide an excellent means for
determining management potential
- raise concerns
26. Psychological Testing
- to determine employees’ development
potential and needs
- intelligence tests, verbal and mathematical
reasoning test, personality test
- furnish useful information on individuals
Performance Appraisal
- source of developing information
- gather performance data on productivity,
employee relations, job knowledge & other
related dimensions
27. Categorized under two major headings:
- job-site development
- off-site development
Appropriate to develop managers &
employees
