Chapter Summary

Chapter Summary
8-1. Getting your new employee on board and up to speed begins

with orienting and training him or her. Employee orientation
means providing new employees with the information they need
to function, and helping them start being emotionally attached to
the firm. The four-step training Process includes needs analysis,
instructional design, implementation, and evaluation. Trainees
need to be motivated to learn. Ensuring that they are motivated
involves making the learning meaningful, making skills transfer
easy, and reinforcing the learning.
8-2. There is more to orienting employees than introducing them

to their coworkers. Even without a company-wide program like
Toyota’s, use the onboarding opportunity to begin instilling in the
new employee the company values and traditions in which you
expect the person to become engaged.
8-3. We used the acronym ADDIE to outline the training
process: analyze, develop, design, implement, and evaluate.
Before training employees, it’s necessary to analyze their training
needs and design the training program. In training new
employees,
Employers use task analysis—basically, a detailed study of the
job—to determine what Skills the job requires. For current
employees, performance analysis is required, specifically to verify
that there is performance efficiency and to determine if training is
the solution. Distinguishing between can’t-do and won’t-do
problems is the main issue here. Once you understand the
issues, you can design a training program, which
means identifying specific training objectives, clarifying a training
budget, and then actually designing the program in terms of the
actual content.
8-4. With this in place, you can turn to implementing the training
program. Specific training methods include on-the-job training,
apprenticeship training,
Informal learning, job instruction training, lectures, programmed
learning, audiovisual based training, vestibule training,
videoconferencing, electronic performance support systems, and
computer-based training. Frequently, programs today are
Internet-based, with employees accessing packaged online
programs, backed up by learning management systems, through
their company’s learning portals. Employers also increasingly use
mobile learning, for instance, delivering short courses and
explanations to employees’ smart phones. With increasing
demands for technologically literate employees, lifelong
learning can help ensure employees have the basic
Educational backgrounds they need to succeed on
their jobs.
Diversity training aims to create better
cross-cultural sensitivity with the goal of fostering
more harmonious working relationships.
8-5. Most training methods are useful for all employees,
but some are particularly appropriate for
management development programs. Like all employees,
new managers often get on-the-job training,
for instance, via job rotation and coaching.
In addition, it’s usual to supply various off-thejob
training and development opportunities—for
instance, using the case study method, management
games, outside seminars, university-related
programs, corporate universities, executive
coaches, and (for human resource managers) the
SHRM learning system.
8-6. When facing economic, competitive, or other 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 employees.
Often, the trickiest part of organizational change
is overcoming employees’ resistance to it. With
that in mind, steps in an effective organizational
change program include establishing a sense of
urgency, mobilizing commitment, creating a guiding
coalition, developing and communicating a
shared vision, helping employees make the change,
consolidating gains, reinforcing new ways of doing
things, and monitoring and assessing progress. Organizational
development involves action research,
which means collecting data about a group and
feeding the information back to the employees so
they can analyze it and develop hypotheses about
what the problems might be.
8-7. Whatever the training program, it’s important to
evaluate the training effort. You can measure reaction,
learning, behavior, or results, ideally using
a control group that is not exposed to training, in
parallel with the group that you’re training

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8-1. Getting your new employee on board and up to speed begins

8-2. There is more to orienting employees than introducing them

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