Chapter 4

Selection of Employees

Job analysis. Human resource planning, and recruitment are necessary prerequisites to the
selection process. The selection process programs have developed a number of applicants for available
in
Before the selection process begins, a profile of characteristics required for successful
performance should be developed for the job specification these include the technical, interpersonal,
and personal requirements of the job discussed earlier in this book.
Why Selection Process is Important
1 Performance always depends in part on employees. Those who do not have the right skills will not
perform effectively and the overall performance in turn will suffer. The time to screen out undesirable
performers is before they become part of the organization, not after.
2. It is costly to recruit and hire employees. 3. Company objectives are better achieved by workers who
have been properly selected based on their qualifications.
4. An incompetent worker is a liability to the company causing direct losses in terms of substandard
performance and low productivity, and sometimes a potential source of problems to management,
his/her coworkers, and customers.
5. Applicants have varying degree of intelligence, aptitudes, and abilities. 6. Labor laws protect
employees making it difficult to terminate or dismiss an incompetent employee.
Selection Process27
1. Define the job before hiring an employee. This is where job analysis will come in handy. This will
help you prepare the job description and job specifications which in turn will define the recruitment
strategy.
2. Review application form and credentials carefully. This provides basic employment information
that can be used to screen out unqualified applications. Screen all applicants against a list of
qualifications, skills, experience, and characteristics required by the job. Take note of the following
information during your review of application form:
a. Employment gaps. These gaps include dates of employment listed only in years so that the
actual day and month of employment ending are masked.
b. Spelling, grammar, and punctuation. Attention to details such as appropriate grammar, spelling,
and punctuation do set a candidate above the pack. Failure to shine in these details on their resume and
application should be noted by the employer.
c. Evidence that a career has gone backwards or plateaued. In a career that is progressing
successfully, an applicant's resume should show evidence that job titles and job description have
improved as the year progresses.
d. Failure to follow directions. Failure to follow directions is not just a waste of time but it can be
harmful especially to job applicants because the employer might think the applicant does not have the
ability to work in an organized and effective manner. e. Failing to include a cover letter. Submitting a
high-quality cover letter with your resume can spell the difference. Failing to include one would entail
failing to demonstrate how you stand out from the rest of the applicants.
Resume
Reviewing a resume starts with a job description or role profile so you know broadly what the
job entails. It should show details about the qualifications and experience of the candidate you seek to
fill the job.
Cover Letters
Job searching specialists and career counselors recommend that job applicants write a
customized cover letter to accompany each resume sent to an employer. A cover letter saves you time,
connects the candidate's relevant experience to the advertised job, and provides insight into the
candidate's skills, characteristics, and experience.
Employment Application
Employers use the employment application to gather consistent data about prospective
employees. While the format for resumes and cover letters changes from person to person, the
employment application collects consistent information in a uniform format from every applicant.
3. Employment interview. This provides the hiring supervisor the opportunity to review candidates'
qualifications and determine their suitability for the position. It also provides candidates with the chance
to learn about the position and its requirements and present information on their skills and experience.
Preparation for the Interview
Supervisors and other personnel in the departments who are involved in the interview should
prepare in advance for the interview by:
• developing a list of core questions which will be asked of all candidates interviewed;
• reviewing the requirements for the position and comparing them with the applications and
resumes of candidates; and
• taking note of areas in the person's job history where clarification is needed.

Interview Format
• The interview format should be the same for all candidates.
• The same basic questions relating to the job should be asked.
• Candidates should be allowed to see the workplace if that is relevant.
• The essential functions and other requirements for the position should be describe to
each candidate; candidates should be asked if they can perform those functions.
• If at all possible, all candidates should be interviewed by the same people
4. Employment testing. Employers often use tests and other selection procedures to screen
applicants for hiring and employees for promotion. There are many different types of tests and selection
procedures, including cognitive tests, personality tests, medical examinations, credit checks and criminal
background checks.
The use of tests and other selection procedures are very effective means of determining which
applicants or employees are most qualified for a particular job.
• Cognitive tests assess reasoning memory, perceptual speed and accuracy, and skills in
arithmetic and reading comprehension, as well as knowledge of a particular function or job.
• Physical ability tests/test of motor and physical abilities measure the physical ability to perform
a particular task or the strength of specific muscle groups, as well as strength and stamina in
general.
• Sample job tasks (e.g., performance tests, simulations, work samples, and realistic job previews)
assess performance and aptitude on particular tasks.
• Medical inquiries and physical examinations, including psychological tests, assess physical or
mental health.
• Personality tests and integrity tests assess the degree to which a person has certain traits or
dispositions (e.g., dependability, cooperativeness, safety) or aim to predict the likelihood that a
person will engage in certain conduct (e.g., theft, absenteeism).
• English proficiency tests determine English fluency.
5. Background investigation/reference checking. This is done to verify the accuracy of factual
information previously provided by the applicant to uncover damaging background information such as
criminal records and violent behavior. More employers get these information from the following:
a. Personal references
b. School records
c. Previous employment records
The verification of the information provided by the applicant is important because in some cases,
information supplied on the application form may be false or misleading.

6. Final interview 7. Selection decision

8. Physical examination. It determines if the applicant qualifies for the physical requirements of
the position and to discover any medical limitations that should be taken into account in placing the
applicant.
9. Final employment decision/placement on the job. This is the decision to accept or reject the
applicant based on the results of the physical examination and a value judgment based on all the
information gathered in the previous steps.

Step 1 - Job Analysis to Prepare Job Description and Job Specification

Step 2 - Preliminary Screening. Application Blank, and Interview
Step 3 - Employment Interview
Step 4 - Employment Testing
Step 5 - Background Investigation/Reference Checks
Step 6 - Final Interview
Step 7 - Selection Decision
Step 8 - Physical Examination
Step 9 - Placement on the Job

Seatwork
I. Identification: Fill in the blanks with the correct answer,
______________________________1. Type of test that reveals the applicant's emotional maturity and
other personal characteristics
______________________________2. Document that describes the applicant's qualifications and gives
the employer information about what the applicant can offer if hired for the position
______________________________3. The final activity in the acquisition of employees which signifies
decision to hire the applicant
_______________________________4. This type of test measures the applicant's knowledge of a
particular function or job.
_______________________________ 5. Type of test that measures the applicant's physical ability to
perform a particular task as well as strength and stamina in general II. Essay
1. Give examples of how selection techniques are used in some organizations that you know.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. “Tests often do not reflect an individual's true ability.” Explain your views on this statement.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3. Why is it important to conduct reemployment background investigations?
How would you go about doing this?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
4. As an employer, discuss the things to consider when reviewing the resume of the applicants.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Case Study
Test Scores versus Letter of Recommendation
Vangie Villela, the personnel officer of Caffmaco Feeds. Qui personnel officer of Caffmaco Feeds,
quickly realized the dilemma she faced as she received the application file of Angela Jov applied for a
position at the sales and marketing department because several openings in that department still
remained. However, Vangie was unsure whether Angela Joy would be able to learn the job and do it
well.
Angela Joy's application indicated that she was a recent commerce graduate who never had a
full-time job. Her best recommendation was a letter from Mr. Max Ditangan, the general manager of the
company. Max described Angela Joy as an excellent worker and “the kind of person our company ought
to employ." Angela Joy had been a babysitter for the Ditangan family and lived on the same street.
 Although Angela Joy's application and letter of recommendation were very positive, Vangie
doubted that she would succeed at the department. Her test scores were way below the normal cutoff
levels.
Angela Joy probably would be a very pleasant and cooperative employee and hiring her would
please Mr. Ditangan. But could she do the job?
Inspired by the case study found in www.scribd.com/doc/21791869/Recruitment-
SelectionProcessProject-Report
1. Should Vangie disregard the test scores and hire Angela Joy? Explain your decision.
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
2. Would it be kind to hire or not to hire Angela Joy?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3. What is your recommendation to help Vangie solve this problem?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________

Chapter 5
Training and Development of Employees
Employee Orientation
Noe et al. (2007), in the book Fundamentals of Human Resource Management, aptly
said that employees today receive their first training during their first day on the job. This is the
orientation of employees for them to become familiar with assigned tasks, the organization's
practices, policies, and procedures.
This is the procedure for providing new employees with some basic background
information about the firm, its culture, and the job. It is similar to what sociologists refer to as
socialization. Socialization is a process when a new employee learns the norms, values, goals,
work procedures, and patterns of behavior that are expected by the organization.28
The initial period in an organization is also a critical point in determining whether a new
employee will become a high performer or simply perform at a minimum or mediocre level.
Regardless of the type of organization, orientation should be conducted at two levels:
1. Organizational/overview orientation - topics discussed include overview of the company,
key policies and procedures, compensation, benefits, safety and accident prevention,
employees and union relation if there is any, physical facilities, and the like.
2. Departmental and job orientation - topics about the department function and the duties
and responsibilities of the newly hired employee, policies, procedures, rules and regulations,
tour of the department, and introduction to department employees.
The HR department and the new employee's immediate supervisor normally share the
responsibility for the orientation.
Training Defined
It is a learning process that involves the acquisition of knowledge, sharpening of skills, concepts,
rules, or changing of attitudes and behaviors to enhance the performance of employees.
Using Training to Deal with Competitive Challenges

1. Global challenge - In the advent of a borderless society, cross-cultural training is important to

prepare employees and their families for possible overseas assignments.
2. Quality challenge - The emphasis on quality is seen in the establishment of the Malcolm Baldrige
Quality Award and the ISO quality standards. As a result of these, the quality challenge has forced
employers to train their employees to create high-quality products and services.
3. High performance work system challenge - New technology causes changes in skill requirements
and work roles, and often results in redesigning work structures. Through new technology, the
information needed to improve customer service and product quality becomes more accessible to
employees.
What role does training play? Employees need job-specific knowledge and basic skills to work
with the equipment created with the new technology. Because technology is often used as a means to
achieve product diversification and customization, employees must have the ability to listen and
communicate with customers.
The Training Process
1. Training Needs Analysis (TNA)/Needs Assessment
This refers to the process used to determine if training is necessary. It identifies specific
job performance deficiencies and increases productivity. Training is needed when significant
differences exist between actual performance and prescribed standards. It refers to a
systematic, objective identification of training needs. Consulting the supervisor can determine
areas of need, revealed through performance appraisal, as well as the manager's concerns for
specific training needs to improve bottom-line performance. If such needs can be pinpointed by
hard data and survey information, training can lead to an increase in employee efficiency.

Five Methods Used to Gather Needs Assessment Information

a. Interviews - can be used to take note of the problem of the employee in relation to the
job, additional skills or knowledge the employee needs to better perform the job, and what
training the employee believes is needed.
b. Survey questionnaire - involves developing a list of skills required to perform particular
jobs effectively and asking employees to check skills in which they believe they need training
on.
c. Observation - specialists in the HR department who have been trained to conduct job
analysis are usually adept at observing to identify training needs.
d. Focus groups - employees from various departments who conduct focus group sessions
to determine skills and knowledge needed by employees for the organization to stay
competitive and identify problems of the organization that can be solved by training.
e. Documentation examination - this involves examining records like absenteeism,
turnover, accident rates, and performance appraisal information to determine if problem exists
and whether any problems identified can be addressed through training.
Regardless of the methodology employed, a systematic and accurate need assessment
should be undertaken before any training is conducted.
Needs Assessment Process
a. Organizational analysis – involves determining the appropriateness of training, given the
company's business strategy, its resources available for training, and support by managers and peers for
training activities.
b. Person/performance analysis – determining the training needs of current employees. This
means verifying that there is a significant performance deficiency and whether that deficiency should be
rectified through training. It involves determining whether performance deficiencies result from a lack of
knowledge, skill, ability, or from a motivational or work design problem. It also involves identifying who
needs training and determining employees' readiness for training.
c. Task analysis - assessing training needs of new employees. This is a detailed study of the job to
determine what specific skills are required. It includes identifying the important tasks and knowledge,
skills, and behaviors that need to be emphasized in training for employees to develop the skills and
knowledge required for effective performance and for the employees to complete their tasks.

Behavior discrepancy or lack of experience

Cost value analysis

Is it a can’t do or a won’t do problem?

Can’t do Knows what to do?
Won’t do
Could do if wanted to? Employee wants
to do best?
Figure 5. Steps in Using Performance Analysis to Determine Training Needs
Step 1 - Appraise employee performance to determine how employees are doing and how they should
be doing their assigned task to take note of behavior discrepancy or lack of experience.
Step 2 - Determine cost of value of correcting identified behavioral discrepancy to find out if it is worth
the cost, time, and expense involved.
Step 3 – It is important to determine if the employee could do the expected
Step 4 - Performance standards should be clearly communicated to improve performance of those who
cannot do the job. For those who will not do the job, try to motivate them to change their attitude.
Rewards, punishments, sanctions, or some combination may be needed to create a positive climate that
employee utilizing his/her skills optimally.
Step 5 - Eliminate obstacles by determining other factors that can hinder performance such as time,
equipment, and other people.
Step 6 - Practice can help to improve performance.
Step 7 - If performance analysis indicates the need to acquire skills, training is a viable consideration.
Step 8 - In redesigning through job enrichment, job simplification may be the best solution.
Step 9 - Last resort is either transfer or termination if performance is still a failure after exhausting all
means to help the employee improve his/her performance.
2. Designing the Training Programs/ Training Objectives
After determining training needs, objectives must be established to meet those needs. Effective
training objectives should state the benefit to the different stakeholders in the organization. The
outcome of the training or learning objectives can be categorized as follows:
a. Instructional objectives - What principles, facts, and concepts should be, learned in the
training program taking into consideration the positions of the participants?
b. Organizational and departmental objectives - What impact will the training have on organizational and
departmental outcomes such as absenteeism, turnover, reduced costs, improved productivity,
accident rate, and the like?
c. Individual and growth objectives - What impact will the training have on the behavioral
and attitudinal outcomes of the individual trainee and on the personal growth of the trainee?
Importance of Training Objectives
a. Considering that resources are always limited, the training objectives actually lead the design of
training. It provides the clear guidelines and develops the training program in less time because
objectives focus specifically on needs. It helps in adhering to a plan.
b. It tells the trainee what is expected out of him/her at the end of the training program. If the goal
is set to be challenging and motivating, then the likelihood of achieving those goals is much higher than
the situation in which no goal is set. Therefore, training objectives help in increasing the probability that
the participants will be successful in training.
• remembering their first names;
• pairing up the learners and have them get familiarized with one another; · listening carefully to
trainees' comments and opinions;
• telling the learners by what name the trainer wants to be addressed;
• getting to class before the arrival of learners; · starting the class promptly at the scheduled time;
• using familiar examples;
• varying the instructional techniques; and
• using the alternate approach if one seems to bog down.

d. Reviewing the agenda - At the beginning of the training program, it is very important to review the
program objective. The trainer must tell the participants the goal of the program, what is expected
of the trainers, the flow of the program, and how the program will run. The following information
needs to be included:
 • Kinds of training activities Schedule
• Setting group norms
• Housekeeping arrangements
• Flow of the program
• Handling problematic situations
5. Training Evaluation
This will help check whether training has had the desired effect. Training evaluation ensures that
candidates are able to implement their learning in their respective workplaces, or to the regular work
routines.
Purposes of Training Evaluation
a. Feedback. Giving feedback helps the candidates define the objectives and link them to learning
outcomes.
b. Research. It helps in ascertaining the relationship between acquired knowledge, transfer of
knowledge at the workplace, and training.
Process of Training Evaluation
Before the Training
The learner's skills and knowledge are assessed before the training because this can help
determine whether the actual outcomes are aligned with the expected outcomes of training. During the
Training
This is the phase at which instruction is started. This usually consists of short tests at regular
intervals.

After the Training

This phase is designed to determine whether training given had the desired effect at individual
departments and organizational levels. Observation, questionnaire, and interview are some of the
techniques used for evaluation.
One can also measure the success of the training program according to: a.
Reaction of the learner
The learners' immediate reactions to the training can determine if they are already bored while
the training is ongoing. Reaction level should include measuring of trainees' reactions to program
content, format, instructional techniques, abilities and style of trainer, extent to which the training
objectives were met, and the like. b. Learning level
This refers to how well the trainees understood and absorbed the principles, facts, and skills
taught. To obtain an accurate picture of what was learned, trainees should be tested before and after the
program or through feedback devices using pretests and posttests to measure what learners have
actually learned. c. Behavior of the learner
Supervisor's reaction to learners' performance following completion of the training should also
be documented. This is to measure the degree to which learners apply newly acquired skills and
knowledge to their jobs. To evaluate behavioral change, a systematic appraisal should be made including
statistical analysis of on-the-job performance on a before-and-after basis and to relate changes to the
training program. This should be made at least after six months after the training so that the trainees will
have an opportunity to put what they learned into practice. d. Results
Determine the level of improvement in job performance and assess needed maintenance to
ensure continuous good performance. This is an attempt to measure changes in variables such as
reduced turnover, reduced costs, improved efficiency, reduction in grievance, and increase in quality and
quantity of production. Pretests, posttests, and controlled group's experimentation are also required to
come up with accurate results in the evaluation of the given training.
Training Options
There are 4 training options that an organization can consider before providing training to their
employees:
1. Outsourcing: Outsourcing allows organizations to concentrate on their core business. With the
availability of sufficient amount of know-how and proficiency in the market, it does not make business
sense for organizations to have a separate training division. One approach is to tie up with some reputed
training or educational institutes and send employees for training. This way, a company gets to avail the
required expertise and high-quality training programs and saves money on content development,
recruiting, and maintaining training team. The only issue in outsourcing training is that the quality of
training has to be frequently tracked so as to ensure the trainer's performance and training
effectiveness.
2. Internal Training: A lot of questions has been raised whether to go in for outsource training or
setting up an internal division for training. Some outsource companies recruit external trainers and call
them to the company site to train employees. This alternative is generally for the new employees who
are given the fundamental or job-related training in-house and then send outside for higher training.
3. Product-related Training: The dealer who delivers the apparatus or installs the system offers the
initial training. The user may negotiate with the dealer for regular updates and upgrades of product-
related know-how or expertise in place of a one-time training. The apparatus dealer may choose to send
their trainers or recruit outside trainers.
4. Independent Professionals: Considering the emerging threats and opportunities, professionals
need to keep themselves updated of the developments. In this option, the responsibility of training is
entirely on the individual and a better-trained professional will always have better market worth than
others.
Outsourcing the Training of Employees
The prospective benefits of outsourcing trainings are well-recognized. Organizations go for
outsourcing to save training costs, gain access to practical and technical proficiency, concentrate on core
competencies, and offer an overall enhanced training to their employees.
Outsourcing also allows companies to deliver the best training to their employees so they can
get the clients to the best of their abilities. With rapid globalization, increase in competition,
technological innovation, increase in access to information, and improved customer services, the
customer loyalty programs have become an integral part of organizations.
But if an organization lacks the resources, expertise, and finances, then there is a need to
outsource. Outsourcing is a competent tool that ensures and offers convincing return on investment
(ROI). Outsourcing subtracts the risk in setting up a complicated function that is not a core competency.
If outsourced to competitive and right consultancy, then the savings could be as high as 50%. In addition
to that, outsourcing leads to customer retention, customer loyalty, customer satisfaction, and greater
efficiencies on the part of employees.

TABLE 1
S. No. COMPANY NAME
1 Accenture Learning
2 RWD Technologies
3 Geo Learning
4 General Physics –GP
5 NIIT, LTD
6 Element K
7 Adayana
8 IBM Leaning Solutions
9 Delta College
10 Raytheon Professional Services
11 Affiliated Computer Services. Inc. (ACS)
12 Convergys
13 Global Knowledge
14 Intrepid Leaning Solutions
15 Innovatia
16 Skills soft
17 Lion Bridge
18 Experts
19 Knowledge Pool
 20 Development Dimensions International

TABLE 2
Top specialized Training Providers
S No. Company Name
1 Hewlett-Packard
2 Trifus
3 Siennax
4 Edista Learning
5 Harbinger Knowledge Products
6 Sify eLearning
7 LIQVID eLearning Services
8 IntroPro Learning INC
9 Enhance Systems
10 MountainTop Technologies, Inc.

Training Methods
There are various methods of training, which can be divided into cognitive and behavioral
methods. Trainers need to understand the pros and cons of each method and its impact on trainees
keeping their background and skills in mind before giving the training.
A. Cognitive methods dwell on giving theoretical training to the trainees. The various methods under
cognitive approach provide the rules on how to do specific tasks such as written or verbal information
and demonstrate relationships among concepts. These methods are associated with changes in
knowledge and attitude by stimulating learning. The various methods that come under cognitive
approach are:
1. Lecture/Discussion Approach
It involves transmitting large amount of factual information to a large number of people at a
given time. It is the traditional method of teaching and it is used in many training programs. It is
primarily one way - from the trainer to the audience.
A good lecture consists of introduction of the topic, purpose of the lecture, and priorities and
preferences or the order in which the topic will be covered. Main Features:
• Inability to identify and correct misunderstandings
• Less expensive
• Can reach large number of people at once
• Knowledge-building exercise
•Less effective because lectures require long periods of trainee inactivity
TABLE 3
Variation of the Lecture Method
Method Description
Standard Lecture Trainer Talks while trainees listen and absorbs information
Team Teaching Two or more trainers present different topics or alternative views of the same
topic
Guest Speakers Speakers visit the session for a predetermined time period Primary instruction
is conducted by the guest speaker.
Panels Two or more speakers presented information and ask questions
Student Presentation Groups of trainees present topics to the class.

2. Demonstrations/Hands-on Method
This requires the trainee to be actively involved in learning. This is ideal for developing specific
skills, understanding how skills can be transferred to the job, and experiencing all aspects of completing
a task,
This method is a visual display of how something works or how to do something. As an example, a
trainer shows the trainees how to perform or how to do the tasks of the job. In order to be more
effective, demonstration method should be accompanied by discussion or lecture method.
 Main Features:
• Demonstrates the task by describing how to do, while doing
• Helps the trainees focus their attention on critical aspects of the task
• Explains why procedures should be carried out in a certain way
The difference between the lecture method and the demonstration method is the level of involvement
of the trainee. 3. Computer-based Training (CBT)
This is an interactive training experience in which the computer provides the learning stimulus
where the trainee must respond. The computer analyzes the responses and provides feedback to the
trainee. CBT was one of the first new technologies to be used in training.
Some of the benefits of computer-based training are shown in Figure 6.

Reduces the Provides the

intructional Reduces
cost of consistency trainee’s
training
learning
time

Allows the
trainee to Increases
.
master acces to
learning training

Allows Afford
learning at
an individual Privacy of
pace learning

4. Virtual Reality
Virtual reality is a training method that puts the participant in a 3-D environment. The three
dimensional environment simulates situations and events that are experienced in the job. The
participant interacts with 3-D images to accomplish the training objectives. This type of environment is
created to give the trainee an impression of physical involvement in an environment. To experience
virtual reality, the trainee uses devices like headset, gloves, and treadmills.
One advantage of virtual reality is that it allows the trainee to practice dangerous tasks without
putting himself/herself or others in danger. The virtual reality environment can be identical to the actual
work environment. This method is appropriate in the training of pilots and other airline crews. Devices
include the following:
• Headset – provides audio and visual information
• Gloves – provide tactile information
• Treadmill – used for creating a sense of movement
• Sensory devices – transmit how the trainees are responding in the
virtual workplace to the computer
This allows the virtual reality (VR) system to respond by changing the environment
appropriately.
Features of Virtual Reality (VR) System
• It is poorly understood and requires technical understanding.
• It is expensive. . It is time consuming.
• It is flexible in nature. . It does not incur traveling, lodging, or food cost.
• It requires excellent infrastructure.
B. Behavioral methods are more of giving practical training to the trainees. These methods are best used
for skills development.
The various methods that come under behavioral approach are:
1. Games and Simulations
 This method stimulates learning because participants are actively involved and they mimic the
competitive nature of business. The decisions that participants make in games include all aspects of
management practice: labor relations (agreement in contract negotiation), marketing (the price to
charge for a new product), and finance (financing the purchase of new technology).
A training game is defined as an activity or exercise in which trainees compete with each other
according to the defined set of rules. Simulation is creating computer versions of real-life games. It is
about imitating or making judgment or opining how events might occur in a real situation.

2. Case Studies and Role Playing

In this type of training, participants assume specific characterizations and act out a particular
situation or problem. Rather than simply talking about what the solution should be, the participants
attempt to solve the situation as if they were the real individuals involved. This method facilitates
attitude change since the best procedure for changing attitude is to have participants play roles in which
they are asked to express attitudes that are opposite to their own personal feelings.
This is an effective training technique for reducing role conflict between a supervisor and a union
steward. A good training activity can have those reverse roles and allow them to resolve their
differences.
3. On-the-Job Training (OJT) ·
OJT involves having a person learn a job by actually performing it. The employee is shown how
to perform the job and is allowed to do it under a trainer's supervision. The length of the training will
vary with the complexity of the job and the specific skills to be learned.
Although OJT is simpler and less costly, if it is not handled properly, the costs can be high in
terms of possible damage to machinery, unsatisfied customers, misfiled forms, and poorly taught
workers. It is then a must to carefully select and train the trainer to use the most effective technique.
Advantages of OJT
a. No special space or equipment required
b. Provides immediate transfer of training
c. Allows employee to practice what they are expected to do after their training ends Techniques for on-
the-job development a. Coaching/Mentoring
The coaches or mentors act as consultants who assist companies to prepare for succession by
identifying and training future top executives. This involves coaching the employee through the use of
periodic reviews of performance. Coaching lets subordinates know what their supervisors think about
how they do their jobs, enables supervisors and employees to work together on ways in which
employees can improve their performance, improves communication and collaboration between
supervisors, and provides framework for establishing short and long term personal career goals. b. Job
Rotation
Movement from one position to another provides employees with exposure to a number of different job
functions and a broad grasp of the. Overall purpose of an organization. If directed by a skilled manager,
the trainees can obtain valuable knowledge about diverse operations and can practice the different
management skills that are required.
It is the process of preparing employees at a lower level to replace someone at the next higher
level. It is generally done for designations that are crucial for the effective and efficient functioning of the
organization.
This makes flexibility possible in the department especially when there are unexpected transfers,
absences, promotions, or other replacements. Here, the employee benefits from learning a variety of
skills while the company benefits from having a group of experienced candidates from whom to choose
when vacancies occur.
C. Job Instruction Technique (JIT)
This technique uses a strategy with focus on knowledge (factual and procedural), skills, and
attitudes development. Before the actual learning occurs, it requires a careful analysis of the job to be
performed, an assessment of what the trainee knows about the job, and a training schedule. In some
cases, written instruction may be provided to serve as basis in completing a procedure or to operate a
machine. This is effective for repetitive situations.
Distance Learning or E-Learning in the Philippines
A study conducted by the group of Arimbuyutan (2007) noted that e-learning can still be
regarded as a new concept in the Philippines although open and distance learning has been documented
to be introduced in the Philippines way back in 1952 through the Farmers' Schoolon-the-Air program
over a one kilowatt radio station in the province of Iloilo. This, according to them, is due to lack of
infrastructure and access to technology such as computers, Internet connection, investment, and
propensity of the Filipinos to maintain the status quo instead of implementing changes in training and
learning system and processes.
Based on the study, the first to adopt online corporate training methods in the Philippines as
expected were the multinationals followed by local corporations that include the Philippine Long
Distance Telephone Company (PLDT), Manila Electric Company (MERALCO), the Aboitiz Group, and
Unilab.
Findings include an account of how PLDT was able to benefit using distance learning. PLDT used
e-learning techniques to significantly increase its number of certified CISCO network associates and to
train employees across various operational functions. Using their customized solution or Smart force as
its packaged software, they were able to encourage employees to pursue training in any area of the
business they had interest in and blend e-learning with handson projects. PLDT estimated that this kind
of “e-cross training has saved the company over US$400,000 in training expenses over the past five
years.
Benefits of E-Learning
Unilab HR and Organizational Development (OD) head Marne Amelia Dioquino enumerated
three main benefits of e-learning, namely:
• reduced logistics and administration cost, compared to training under a conventional
class mode;
• wider variety of program offerings since courses can be recycled or adjusted to form a
new module; and
• Availability of courses at all time.
Despite the benefits mentioned, she also emphasized that e-learning is not for all companies
because of the high investment. Unilab has developed and deployed an e-learning facility, called U-learn,
a Web-based system that offers 90 courses for employees. Unilab contracted a global provider of Web-
based training, Skill Soft, to develop the facility, which includes an online library with about 4,000 books.
Employees can access the online library after paying a one-time fee of US$100, which is used to
help maintain the facility.
In the case of SGV, the firm offers Web-based courses to constantly retool employees. These
courses cover subjects on the firm's audit methodology like sampling, audit risk assessment, and
substantive testing. Completion of courses forms part of promotion criteria.
Employees can take courses either with supervision of an SGV industry specialist or just by
themselves in the comfort of their homes. 38
Problems in the Use of E-Learning
1. Poor telecommunication infrastructure - Despite the efforts of various ICT driven government
agencies, a typical Filipino school still does not have enough access to computers and the Internet.
The level of “teledensity” has not reached the stage where the Internet can function efficiently.
Coupled to this is a lack of access to "bandwidth.”
2. Cost of appliance-It is said that problems of access to telecommunications are aggravated by lack of
access to a working computer capable of connecting to the Internet. The high student-tocomputer
ratio and the limited use of ICT in the public schools are major problems in the widespread
implementation of e-learning.
3. Cost of Services - In the Philippines, the trends include the use of prepaid
Internet cards, use of mobile phones, iPod, and tablet that are all Wi-Fi ready, where the use of Internet
is based on usage per minute.
4. Teachers' fear of the technology because of limited know-how
5. Maintenance of ICT resources and lack of technical staff
6. Limited availability of education software and courseware
Seatwork

I. Identification
_____________________1. Refers to training while actually working on the job
_____________________2. In charge in the orientation of newly hired employees
_____________________3. Cite two major problems in the use of e-learning.
_____________________4. A training option that can help the company save on training costs while
providing the best training available 5. Refers to the process used to determine if training is necessary
_____________________6. Training method that can transmit large amount of factual information to a
large number of people at the same time and is considered less costly compared to other means
_____________________7. Training method used by pilots and other airline crews
_____________________8. Training method where trainees are expected to analyze complex problems
faced by employees, their managers, and supervisors in the organization
_____________________9. and _____________________10. Are benefits of computer-based training.
II. Essay
1. Orientation program is important to all newly hired employees. Explain why you agree or disagree
with this statement.
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
2. Given the different OJT techniques, which do you prefer to use and why?
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
3. Why is training expensive? What are the costs involved in giving a training?
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
4. Why should Training Needs Analysis or TNA be performed before any formal training is initiated?
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
5. What do you think is the future of e-learning in the Philippines taking into consideration the problem
in its implementation?
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
Case Study
On-the-Job Training at Buenaobra's Machine Shop
Buenaobra's Machine Shop employs about 300 people. During the summer months, production
volume significantly increases and the company needs to hire about 40 new employees to handle the
heavy workload. Most of these new employees are college and high school students who are on summer
vacation.
All newly hired employees are asked to fill up the company's application form then instructed to
go directly to the manufacturing site ready to start in their first day of work. They receive no orientation.
The workers are shown to a workstation and after a minimum amount of on-the-job training, they are
expected to start performing the jobs. Most of the jobs are quite simple and hence, training is completed
within 5 to 10 minutes.
The company has had excellent experience with the students over the years. Much of the
success can be attributed to the older workers coming to the aid of the new employees when trouble or
difficulties arise.
One summer, the company experienced a rash of injuries to its employees. Although most of the
injuries were minor, the company felt it imperative to conduct a series of short training programs on safe
material-handling techniques. The company was at a loss as to who should conduct the training. Out of
desperation, the president asked Jonathan Andres, one of the first line supervisors to conduct the
training. Jonathan had recently attended a training program on safety and was active in the Red Cross.
Jonathan reluctantly agreed to conduct the training.
In the first training session, Jonathan nervously stood up in front of employees, many of whom
were college students and read his presentation in a monotone voice. His entire speech lasted about 7
minutes.
After Jonathan's speech, the employees immediately returned to work. By the end of the day,
however, everyone in the plant had heard about the training fiasco and all, except the president, were
laughing about it.
Help the company president solve the problem by following the steps below:
1. State the main problem of Buenaobra's Machine Shop.
_____________________________________________________________________________
_____________________________________________________________________________
_____________________________________________________________________________
2. State the different areas of consideration following the guide below:
Strengths of the Company
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
Weakness of the Company
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
Opportunities
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
Threats
______________________________________________________________________________
______________________________________________________________________________
______________________________________________________________________________
3.Give your proposed solutuins/alternative courses of action or ACA (Minimum of three) to help the
company president overcome the problem.
Don’t forget to state the advantages and disadvanteges of each solution.
a. ________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
b. ________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
c. ________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
4. State your recommendation based on your ACA.
______________________________________________________________________________
______________________________________________________________________________
_____________________________________________________________________________
5. Provide a conclusion or detailed action plan to implement your recommendation using the guide
below: