HUMAN RESOURCES

MANAGEMENT
ASSIGNMENT:
REVIEW AND CASE STUDY FOR GARY DEISLER’S
HUMAN RESOURCES MANAGEMENT CH 8 : TRAINING

Lecturer : Dr. Ir. Budi Siswantoro, MMT

Group 5
1. Ajenar Bhudri Kartika 09211950026023
2. Heru Subiyantoro 09211950024033
3. Fithro Rizki 09211950016006
4. Mochammad Affandi 09211950026001
5. Kuat Watini 09211950016003
Group 5 Team Members

Ajenar Bhudri K. Kuat Watini Fithro Rizki M. Affandi Heru Subiyantoro

 OUTLINE

1 Orienting and Onboarding New Employees

2 Overview of the Training Process

3 Managing Organizational Change

Programs
4 Evaluating the Training Effort

5 Case Study - Training Management in

PJB
Orienting and Onboarding New Employees
Making sure your employees do know what to do and how
to do it is the purpose of orientation and training.

The Purposes of Employee Orientation/Onboarding

Employee Orientation is a procedure for providing new employees
with basic background information about the firm. The manager wants
to accomplish four things when orienting new employees :

1 Make the new employee feel welcome and at home and part of
the team

Make sure the new employee has the basic information to

2
function effectively
Help the new employee understand the organization in a broad
3 sense

4 Start socializing the person into the firm’s culture and ways of
doing things.
 Employee Engagement Guide for Managers:
Onboarding at Toyota
Onboarding at Toyota Motor Manufacturing USA illustrates this. The main aim is to engage Toyota’s new
employees in the firm’s ideology of quality, teamwork, personal development, open communication, and
mutual respect. The initial program takes about 4 days :

Day 1 The first day begins early and includes an overview of the program, a welcome to the company,
and a discussion of the firm’s organizational structure and human resource department

A typical second day focuses first on the importance of mutual respect, teamwork, and open
Day 2
communication at Toyota.

Day 3 Given the importance of working in teams at Toyota, this day begins with 2½ to 3 hours
devoted to communication training.

Day 4 Topics today include teamwork training and the Toyota suggestion system. This session also covers
what work teams are responsible for and how to work together as a team.
 D
Overview Of Training DEVELOP
The course :
Process creating training
material

I
D IMPLEMENT
Training for
DESIGN targeted employee
The overall using methods
training program

A E
ANALYZE EVALUATE
The training needs The course effectiveness

ADDIE 5-STEP
TRAINING PROCESS
 Training Process

1. Training Need Analysis

training need analysis depends on the object : 4

• training new employees  to determine what the job entails and to break it down into subtasks (using task
analysis Methods)
• current employees  to identify current employees’ training needs (using performance analysis)

2. Designing Training Program

4
1. Setting Learning Objectives
2. Creating A Motivational Learning Environment
3. Make The Learning Meaningful
4. Make Skills Transfer Obvious And Easy
5. Reinforce The Learning
 Training Process
3. Developing Program

Program development means actually assembling the program’s training content and materials. It means choosing
the specific content the program will present, as well as designing/choosing the specific instructional methods 4
(lectures, cases, Web-based, and so on) you will use.

4. Implementing Training Program

4
On-the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to CEO, should
get on-the-job training when he or she joins a firm. In many firms, OJT is the only training available.

Apprenticeship training is a process by which people become skilled workers, usually through a combination
Of formal learning and long-term on-the-job training.

Job instruction training (JIT) – is training that consist of a sequence of step-by-step job.

Programmed Learning – a learning program that consist of Presenting questions, facts, or problems to the learner, Allowing the person to
respond, Providing feedback on the accuracy of answers, with instructions on what
to do next
 Managing Organizational Change
Programs
When facing challenges, managers have to execute organizational change programs. These may aim at
changing the company’s strategy, culture, structure, technologies, or the attitudes and skills of the

4
employees.
In practice, to deal with employee intransigence, some experts suggest that the manager use a process such as
the following to implement the change include:

1. Establish a sense of urgency 5. Help employees make the change

2. Mobilize
1 commitment 6. Aim first for attainable short-term accomplishments

3. Create a guiding coalition 3

7. Reinforce the new ways of doing things

4. Develop and communicate a shared vision 8. Monitor and assess progress

 Using Organizational Development
Organizational development (OD) is a change process Survey research is another of many OD options (see
through which employees formulate the change that’s table below), Categories of OD Interventions :
required and implement it, often with the assistance
of trained consultants.
OD has several distinguishing characteristics :

It usually involves action research, which means

collecting data about a group and nd feeding the
information back to the employees

It applies behavioral science knowledge to

improve the organization’s effectiveness

It changes the organization in a particular

direction—toward empowerment, improved
problem solving, responsiveness, etc
Evaluating the training effort Methods

1. Time Series
Issues you take a series of performance measures before
1. How to evaluate or the design of evaluation and after the training program.
study?
2. What should we measure? -> This can provide some insight into the program’s
effectiveness.
There are several things you can measure:
• Participants’ reactions to the program,
• what the trainees learned from the program,
• and to what extent their on-the-job behavior
or results changed as a result of the program.
Evaluating the training effort Kirkpatrick Model
Four training effects employers can measure:
Methods 1. Reaction.
Evaluate trainees’ reactions to the program. Did they
Controlled experimentation like the program? Did they think it worthwhile?
Uses a training group and a control group that 2. Learning.
receives no training. Data are obtained both before Test whether they learned the principles, skills, and
and after one group is exposed to training and facts they were supposed to learn.
before and after a corresponding period in the 3. Behavior.
control group. Ask whether the trainees’ on-the-job behavior changed
because of the training program. For example, are
-> This makes it easier to determine the extent to employees in the store’s complaint department more
which any change in the training group’s courteous toward disgruntled customers?
performance resulted from the training 4. Results. Most important, ask, “What results did we
achieve, in terms of the training objectives previously
set?” For example, did the number of customer
complaints diminish? Reactions, learning, and behavior
are important. But if the training program doesn’t
produce measurable performance-related results,
then it probably hasn’t achieved its goals.
 Overview of the Training Process CASE STUDY
Learning &
Training - Evaluating the Training Effort -
Program
Evaluasi

LNA
Syllabus
D&D 1 Level

4
1 : Evaluasi
Reactio Level 4
Training Need n : Result
Evaluation
Solution Evaluasi
Learning Need
Analysis
Delivery &
Deployment
Integrated
2 Level 2 :
Knowledg
e
Organization
TNS
5
Core Learning Evaluasi
Competency Program Level
Analysis

3
Evaluasi 5
Return
: on
Formal, digital, Level Training
Learning Need benchmark 3 : Investment
Analysis
Behavio
r

Maintenance Renewable Coal Power Plant Engineer Asset

Training Center Energy Operation ing Management
 Managing Organizational Change Programs CASE STUDY
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Thank You