University of Makati

J.P. Rizal Extension, Brgy. West Rembo,

Makati City

Induction, Training and

Employee Development
Group 2
Cangco, Kathryn
De Roxas, Stephanie Jane P.
Odita, Daryl
Oppus, Ceil Mae P.

III-AMA

Prof. Raffy Asuncion

3.1 Induction
- meant to induct a new employee into the new social setting of his work.
- informed about the rules, working conditions, privileges and activities and
other particulars pertaining to the organization.

3.1.2 Effective induction programme

Consultant of this induction programme may be consulted by;

Senior management
Supervisors or line managers
HR Officials
Health and Safety Managers
Employee or Trade Union Representative

3.1.3 What induction programme involves

introduction to the business

layout of buildings
terms & cond. of employment
relevant personnel policies
business rules & procedures
arrangement for involvement
welfare & employee benefits

3.1.4 Follow up
3.2 Training and Development
Training is the act of increasing the knowledge and skills of an employee for doing a
particular job; imparts specific skills for specific purposes; mainly job-oriented.
Development includes the process by which managers and executives acquire not
only skills and competency in their present jobs but also capacities for future managerial
positions.

3.3 Needs and Benefits of Training

increased quality & quantity of output

utilize and develop full potential
increase in morale
reduced cost of production

reduced cost of supervision

replacement for more position
ensures long-term stability and flexibility
increased MV and earning power

3.4 Types of training programmes

Job Training
Its purpose is to increase the knowledge of the workers about the
job with which they are concerned so that the efficiency and skill of
performance are improved. In job training, workers learn correct
methods of handling machines and equipment, avoiding accidents,
removing bottlenecks, etc.
Refresher Training
Workers may forget some of the methods which were taught to
them and the instance of being outdated on technological updates, these
situations make way for having refresher training in the company.This is
arranged for existing employee in order to enable them to refresh and
improve knowledge.
Promotional Training
Filling up vacancies at higher levels accompanied with new
responsibilities. For this, companies require training so that they may
not experience any difficulty to shoulder the responsibilities of the new
position to which they have been promoted.

3.5 Training and development methods

On The Job Methods

allows employees to learn by actually performing a specific job
or task. This type of training method provided at the workplace
during the performance of the actual job.
The employee will perform the job and learn as he goes. Onthe-job training can be structured by using hands-on application
supported by classroom-type instruction.

Specific Job Training

Apprenticeship Training
Coaching & Understudy Program
Job Rotation
Special Projects & Task Forces

Off The Job Methods

is conducted in a location specifically designated for training.It
refers when the employees are given training outside the actual
work location. Conducting the training away from the workplace
minimize distractions and allows trainees to devote their full
attention to the material being taught.

Special courses & lectures

Conferences
Case Study
Simulation - role playing
Sensitivity training

3.6 Characteristics of a good training programme

Determination of a training mode.

Relevance to job requirements.
Allowance for individual differences.
Training programme should be result-oriented.
Suitable incentives.
Management support.

3.7 Designing the training programme

The trainer
The trainees
The curriculum
The training material
The methods and techniques
The timing and sequencing
Location
The physical facilities and training equipment

3.8 Evaluation of training

3.8.1 Why evaluation?
Systematic evaluation can point out the weaknesses in the programme, so that
they could be corrected in the future programmes. Evaluation would know:

 If the developmental objectives were achieved;

If the method of instruction were effective;
If the best and and the most economical training activities were
organized and implemented.

Organizations
The sequence of training
Deficiencies Identified

Potential
activities
Training Need

Task/Data Analysis

The
Establish Training
Objectives

Reporting
Results

Training Planning
Evaluation Activities
Information
Breakdown
Evaluating the
Training Staff
Learning Outlines
Evaluating the
Training Programme

Selection/Design of
Evaluation Method

Evaluating the
Learners

Implementation
of Training

Figure 1. The sequence of training activities

3.8.2 Criteria for evaluation of training

Reaction of trainees
Learning
Behavioral changes

Scheduling
Training

 Impact on organizational effectiveness

3.8.3 Techniques of evaluation

Instructor
Trainee
HR Manager
Top management