Training (HR) Human Resources Training Methods There

Training (HR)

Human Resources Training Methods

There are various training methods in the field of Human Resources. As expected, and also depending on the individual in question, some of these methods work better than others do. The paragraphs that follow will attempt to discuss what each method encompasses in its theoretic definition, and what each method's overall effectiveness is in practical terms.

on-the-job training, which is the first method, demonstrates what its name implies, namely, that an individual's training will be through interaction with his or her position and peers in the office. This can involve jumping right into the responsibilities that the job entails by reading training manuals and observing others (HR.com, 2011). According to the website HR.com, this kind of training has been proven effective for "hands-on people," while for other it has been found stressful.

The next method is the CASE method. This implies that four separate notions will be utilized: customers, adaptability, strategy and employees. The method has been studied for its effectiveness by Brinkerhoff in 2005, and he found that by using these notions, one can achieve some valuable and worthwhile results. Thus, if time is invested in such a method, even though costly, one can reap the benefits. Further, in the study, however, Brinkerhoff states that there are also negative results. However, he also states that this study "opens the door to performance consulting, giving the […] practitioner greater strategic access and leverage to make a difference while at the same time helping clients build their capability to get more effect and return on their training investments"(Brinkerhoff, 2005).

The third method is role-playing. This is a valuable method because it presents the trainee with potential situations that could happen in the workplace. Furthermore, this exercise encourages teamwork. However, this could be an ineffective method with those who refuse or do not like to work in groups, which again, begs the question of whether those individuals are a good asset to the company (HR.com, 2011).

The fourth method, in-basket training, implies that an employee will be acquainted with his or her job by being presented with a range of problem that they might find "in their basket" once they are in their new position (WebFinance, Inc., 2011). This particular method, like role-playing, might be useful in presenting the employee with potential challenges, but may not be so useful if a group is required to participate and the employee does not function well in that kind of a situation.

The fifth method, management games, refers to simulation of real-life issues, just as role-playing and in-basket training suggest. However, in this method, all employees are included (HR.com, 2011), thus having the positive of the whole company's attention and teamwork towards improving a certain component.

Behavioral modeling, or observation of others, is the sixth method to be discussed. This method utilizes certain people's proclivity to imitate others towards discovering how to do something new. This is very effective with people who have such an inclination. It is also very effective in sales positions, where it is essential to listen to others make calls or interact with a customer. Behavioral modeling can also include technological training (i.e. watching a video tape). However, this method may not be so effective if a person is more hands-on or group oriented.

The Outdoor-Oriented Program is a method that emphasizes teamwork in a non-business environment. These programs or exercises usually involve team building or management strengthening and can be effective towards corporate development strategies. Coaching and counseling, the eighth method to be discussed comprises often one-on-one talks and advice with peers and superiors. These can be useful if the person is open to such talks.

Transitory Anticipatory Experiences, or "multiple management," are processes that allow a person to perform his or her usual duties of the old job while learning duties for a new job. These experiences "provide a reasonable approach to management development […] but little systematic study has been made of the effectiveness of this approach" (Ivancevich, 2007). Furthermore, this approach is under-utilized when compared to coaching or counseling.

Another method is lecture-discussion, which involves just that: lecturing. This method may be boring for those with shorter attention spans and may not be preferred. An alternative more interesting method could be a technological approach, whether it is virtual reality, though this can be expensive, or distance learning, which can also be expensive.