8. Training the Work Force. Challenges. Determine when employees need training and the best type of training given a company’s circumstances. Recognize the characteristics that make training programs successful. Weigh the costs and benefits of a computer-based training program.
Training the Work Force
The process of providing employees with specific skills or helping them correct deficiencies in their performance.
An effort to provide employees with the abilities the organization will need in the future.
Fix current skill deficit
Current and future jobs
Work group organization
Prepare for future work
Increase Interpersonal Sensitivity
1. Supervisor summarizes
by key points of action
plan at end of
2. Supervisor does not
interrupt the speech of
3. Supervisor provides an
estimate of how long
before a request can be
1. Supervisor describes
the issue in concrete
2. Supervisor attacks the
problem, not the
3. Supervisor provides
feedback in a timely
Managers Should Select OJT When:
Managers Should Select OJT When:
What OJT Should Cover:
More cost-effective than classroom training
Targeted at crucial skills
Allows employees to progress at their own pace
Doesn’t hamper productivity
Many programs do not assess employees’ progress so managers cannot measure the employee’s skill level.
Many programs lack a feedback mechanism to help employees determine how much they’ve learned.
Overall, the rating of our telephone
service by customers and internal
users is poor. Together, we are
going to fix this problem, and fix
Creativity can be learned and developed. The following techniques can be used to improve a trainee’s skill in generating innovative ideas and solutions to problems.
1. Analogies and Metaphors—drawing comparisons or finding similarities can improve insight into a situation or problem.
2. Free Association—freely associating words to describe a problem can lead to unexpected solutions.
3. Personal Analogy—trying to see oneself as the problem can lead to fresh perspectives and, possibly, effective solutions.
4. Mind Mapping—generating topics and drawing lines to represent the relationships among them can help to identify all the issues and their linkages.
Type of Measurement
Participants’ reaction to the training at the time of
Participants’ learning of the content of the training.
Participants’ use of their new skills and knowledge
back on the job.
Company’s return on the training investment.
1 The control group was not trained. The numbers cited here for the control
group were compiled before and after the training group underwent training.
6,745 = 1.26 =126% ROI
(average savings per job)
(jobs per week)
(number of weeks)
(cost of training)
WHAT’S THE PATH TO SUCCESS?
Get to know people in the organization, especially those who can tell you what it takes to succeed. Make it a goal to get to know four new people in the first two weeks on the job.
Have a meeting with your boss within the first month to get an informal sense of how you are performing so far.
Pick a reasonable project and complete it within your first two months on the job. Completing the project will not only show initiative, it will probably introduce you to other parts of the organization and further immerse you in the culture.
WHAT DO YOU DO?
Write you own job description within the first two months on the job. Indicate what it is you really do in this job. This description can be used as a way to check with others, including your boss, as to whether that is what you should be doing. At the very least, people may be impressed with your motivation and diligence.
RENEW AND GO FOR IT AGAIN.
Treat months three and four like the first two months on the job. Commit to reenergizing yourself and renewing your enthusiasm for your new job. Get to know even more people, pick another project, and get more feedback!