EDUC 210 - PERSONNEL MANAGEMENT IN EDUCATION : TRAINING & DEVELOPMENT IN ORGANIZATIONS 1. Assessing Training Needs of an Organization 2. Types of Employee Training Programs 3. New Hire Orientation: Importance of Training Design & Content 4. Methods for Training Employees: Mentoring, On-The-Job & Job Rotation 5. Designing Training and Developing Programs for Faculty and Staff 6. What Is Career Management and Development? - Definition and Purpose 7. Career Stages: Establishment, Advancement, Maintenance & Withdrawal 8. Common Methods of Employee Discipline

1. GRADUATE SCHOOL DEPARTMENT

2. OUTLINES
Assessing Training Needs of an Organization
Types of Employee Training Programs
New Hire Orientation: Importance of Training Design & Content
Methods for Training Employees: Mentoring, On-The-Job &
Job Rotation
Designing Training and Developing Programs for Faculty and
Staff
What Is Career Management and Development? - Definition
and Purpose
Career Stages: Establishment, Advancement, Maintenance &
Withdrawal
Common Methods of Employee Discipline

3. There is a vital role played by
the training and development in
the working of the
organizations. The training has
many implications for health,
productivity and safety in the
personal development.

4. "Employees who
believe that
management is
concerned about
them as a whole person – not just
an employee – are more
productive, more satisfied, more
fulfilled"

5. skill enhancement processes
for non-managerial jobs
is short term, task oriented
and targeted on achieving a
An organizational activity which improve
an employee’s current performance.
(Nadler 1984)
change of attitude, skills and knowledge
in a specific area. It is usually job
related.

7. Do
Organizations
Need Training?
purpose
and
functions
Most training is
targeted to ensure
trainees “learn”
something to apply
to their job.
The ASK Concept
1.Attitude
2.Skills
3.Knowledge
EASY
MODERATELY
DIFFICULT
MOST DIFFICULT

8. Call for
formal training, activities, on the job
instruction and off the job instruction
those which organization can meet
internally and through
outside resources .
The gap between the expected
and the existing knowledge,
skills and attitudes.

9. There are people who are doing
their jobs for a long time and are
competent in it. By analyzing their
performance you could identify
aspects that could be improved or
find potential that it is not being
used to the full.

10. A. When the
performance
in their
present
position does
not match with
the required
standards
B. When the
requirement
of the job
change due
to changing
environment.
C. When the
present job
ceases to
exist, job
holder
changes job
and creating
“gaps” in
new jobs.

11. Step 1. Perform a “gap” analysis.
two 1. Current Situation
2. Desired or Necessary Situationparts
Step 2.Identify Priorities & Importance.
Step 3. Identify Causes of Performance
Problems and or Opportunities
Step 4. Identify Possible Solutions
& Growth Opportunities.

13. traditional type of employee
training that occurs in a classroom,
with a teacher presenting the
material.
relies on online videos, tests, and
courses to deliver employee
training.
most often provided through a
computer, augmented, or virtual
reality device.

14. includes any experiential training
that’s focused on the individual needs
of the employee.
share similar qualities to hands-on
training, but in this type of employee
training, the focus is on the
relationship between an employee and
a more experienced professional, such
as their supervisor, a coach, or a
veteran employee.
time-intensive method of employee
training

15. Important for getting big chunks of
information to a large employee
population, lecture-style training can be
an invaluable resource for
communicating required information
quickly.
For the right group of employees,
group discussions and activities can
provide the perfect training option. It
allows multiple employees to train at
once, in an environment that better fits
their current departments or groups.

16. specifically asks employees to work
through one aspect of their jobs in a
controlled scenario.
include simulations, brainstorming
activities, team-building exercises,
role-playing, or focused eLearning
on management best practices.
can provide a quick way for
employees to learn about real
workplace issues.

17. Welcome the new employees well for them to feel
motivated and comfortable.
Briefing about the policies, rules and regulations
of the organization.
Company Tour or Offices Tour
Induction training is often given to new employees
to make them feel a part of the organization.
Induction programs help new employees to get
acquainted with the work culture and
fellow workers.

18. =>allows employees to learn by actually performing a
specific job or task through this training the employee
could learn while working
Mentoring
Job
Rotation
Coaching
Off the Job
Training
Seminars/
Conference
sSimulation
Exercise
Vestibule
Trainings

19. Mentoring
involves providing an employee
with an experienced coach to.
oversee the learning experience. The mentor provides
advice and instruction, but its not performing the job with
the employee as in on-the-job Training. The trainee
employee learns the job first hand and may consult the
mentor at any time for assistance.
Job Rotation
teaches current employees how
to do various jobs over
time. The employee will rotate around to different jobs
within the organization, performing various
different tasks unrelated to his original
job.

20. Coaching various ongoing projects.
 Off the Job
Training
External, consultancies or
attending external classes
 Distance learning, from
books or notes
 Computer-assisted learning
 Interactive-video training
Video conferencing, same as classroom
except teachers and students are in
different locations.
Classroom Programs
Simulations
Role Playing

21. future when they would be actually working.
Seminars/
Conferenc
es
effective when training
needs to be given to a
larger Audience.
Simulation
Exercise
Vestibule
Trainings
train the employees in an
artificial environment
which closely resembles the employee’s actual
working conditions.
Employees practice work on
the instrument/equipment
which they would be using in

22. 1. Program duration
2. Program structure
3. Instruction methods
4. Trainers qualification
5. Nature of trainees
6. Support resources – materials, OHP, classroom
7. Training location & environment
8. Criteria & methods for assessing participant
learning and achievement
9. Criteria & methods for evaluating the program

23. #3. FACULTY DEVELOPMENT SUBSIDY
#4. FACULTY DEVELOPMENT PROGRAM
A. Professional Development
B. Socio-Physical Development
A. Financial Assistance
B. Permanent = 100% for the registration fees
C. Full-Time Contract of Service = 50% for the
registration fees

24. Traditional Career
 Sequence of positions held
within an occupation
Protean Career
Frequently changing
based on changes in the
person and changes in
the work environment
Context of mobility is
within an organization
Characteristic of the
employee
Employees take major
responsibility for
managing their careers
Based on self-direction
with the goal of
psychological success in
one’s work

25. •Become aware of their own interests,
values, strengths, and weaknesses
•Obtain information about job
opportunities within the company
•Identify career goals
•Establish action plans to
achieve career goals

26. From the COMPANY’s perspective
a shortage of employees to fill open
positions
lower employee commitment
inappropriate use of monies
allocated for training &
development programs

27. From the EMPLOYEES’s perspective
 Frustration
 feelings of not being
valued by the company
 being unable to find suitable employment
should a job change be necessary due to
mergers, acquisitions,
restructuring, or downsizing

29. The person learns the job and begins to fit
into the organization and occupation.
This period begins when the employee start
the search of work and also includes accepting
the first job, acceptance by peers, learning
about the job and gaining the first taste of
success or failure in the real world.
Problems in exploration period
1. Finding a niche;
2. Making the mark; and
3.Characterized by making mistakes.

30. People focus on increasing their competence
and strive for achievement.
MID-CAREER : A stage marked by:-
 Continuous improvement in the performance
 Levelling off in the performance
 Beginning of deterioration process
Possible outcomes of mid- career
1. Some employees reach their early goals and
go on to even greater heights.
2. Other may suffer from plateaued mid -
career

31. Individual tries to maintain productivity while
evaluating progress toward career goals
Late career stage : A career stage in which
neither the person is learning about their jobs
nor they are expected to outdo their level of
performance from previous years. It also has
two affects on:
Individuals who have grown in mid career
stage; and
 Individuals who have stagnated or
deteriorated

32. Decline (Late Stage) : This the final stage
in one’s career which is usually marked by
retirement. This is the difficult stage for
everyone but hardest for those who have
had continued successes in the earlier
stages and then comes the time has come
for retirement.
Individual contemplates retirement or
possible career changes.

34. if the employee still hasn’t show progress
or continues to repeat unacceptable
behavior, this final step in the employee
discipline process should not be a surprise
to any of the involved parties.
asking the employee to leave the office
and develop an action improvement plan
(AIP) or progress improvement plan
(PIP).
conduct a second conversation and fully
document the interaction.
When an issue arises, a serious conversation
should take place between the manager and the
employee.

35. DISCIPLINARY PROCESS
MINOR
OFFENSE
MODERATE
OFFENSE
SERIOUS
OFFENSE
Communi-
cate
Standard
Informal
Decision
Verbal
Warning
Written
Warning
Suspension
Investigate
Suspension
Dismissal

36. The hot stove doesn't care who you are, it only
cares about what you do. If you touch it, you get
burned. If anyone else touches it, they get
burned. The consequences are not personal - the
consequences are based only on behavior.

37. C. CONDUCT AND
ATTITUDE
B.USING DTR/SWIPE
MACHINE
A.ATTENDANCE AND
FUNCTUALITY
D. GROOMING AND
SANITATION
OFFENSES SANCTIONS
Legend:
4 – Termination for a cause
3 – Suspension (the number of
days of suspension depends
upon the discretion of the
College President)
2 – Written Reprimand
1 – Warning

38. C. CONDUCT AND
ATTITUDE
B.USING DTR/SWIPE
MACHINE
A.ATTENDANCE AND
FUNCTUALITY
D. GROOMING AND
SANITATION
OFFENSES SANCTIONS
Legend:
4 – Termination for a cause
3 – Suspension (the number of
days of suspension depends
upon the discretion of the
College President)
2 – Written Reprimand
1 – Warning

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42. Management Issues Challenges.2012
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COREY BLEICH. 2017. Top 10 Types of Employee Training
Methods. Scottsdale, AZ 85258. © EdgePoint LLC.
Study.com. Assessing Training Needs of an Organization
Study.com. Types of Employee Training Programs
Study.com. Methods for Training Employees: Mentoring, On-The-Job
& Job Rotation
Study.com. Designing Training and Developing Programs for Faculty
and Staff
https://www.slideshare.net/9913385890/career-management-
development-36581812?qid=53935af7-5f41-44cc-bef6-
d06b5f0dcd7a&v=&b=&from_search=2
https://www.coursehero.com/file/7675209/Organizational-Behavior-
slides/
https://www.lucidchart.com/blog/steps-to-discipline-an-employee

43. Presentation Title
Your company information
“Coming together is a beginning,
staying together is progress,
And working together is success.”
-Henry Ford