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INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 PREDICTING PERFORMANCE USING CHAPTER 5: EMPLOYEE SELECTION AND APPLICANT’S ABILITY...

INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 PREDICTING PERFORMANCE USING CHAPTER 5: EMPLOYEE SELECTION AND APPLICANT’S ABILITY TESTING Ability test – tap the extent to which an applicant can learn or perform a job-related skill EVALUATING REFERENCES Cognitive ability – incudes such dimensions as oral Reference check – the process of confirming the and written comprehension, oral and written accuracy of resume and job application information expression, numerical facility, originality, memorization, reasoning and general learning Reference – the expression of an opinion either orally or through written checklist, regarding an applicant’s Cognitive Ability Test – most valid method of ability previous performance, work habit, character or employee selection; are commonly used because they potential for future success. are excellent predictors of employee performance  Wonderlic Personnel Test – the CAT that is Letter of recommendation – a letter expressing an most commonly used in the industry opinion regarding an applicant’s ability, previous performance, work habits, character or potential for Perceptual Ability – consist of vision, color, future success; content and format are determined by discrimination, depth perception, glare sensitivity, the letter writer speech and hearing Negligent hiring – if an organization hires an Psychomotor Ability – includes finger dexterity, applicant without checking his references and manual, precision, multi-limb coordination, response background and he later commit crime while in control, reaction time, arm-hand steadiness, wrist- employ of the organization finger speed and speed-of-limb movement POLICY GUIDELINES IN REFERENCE Physical ability test – often used for jobs that require CHECKING physical strength and stamina  Measured on one of the two ways (1) job  The reference should be used to develop the stimulation (2) physical agility integrity of the whole selection process  For very important confidential positions, Skill test – a test that measures an employee’s level reference should be conducted on a face-to-face of some job-related skill basis, since the applicant may reluctant to divulge significant information PHYSICAL EXAMINATIONS  Telephone inquiries should be used if face-to- face is impractical  The applicants undergo physical examination at  Inquiries should discover the company clinic or an authorized hospital to determine the physical fitness of the applicant for IMPORTANCE OF REFERENCE CHECKING the job  Medical examination are important for the  To confirm the details and background of the following reasons: applicant  To screen out those physically incapable of doing  To check discipline problems the job  To predict future performance  To prevent employment of those with high incidence of absenteeism due to illness or PREDICTING PERFORMANCE USING accidents APPLICANT KNOWLEDGE  To prevent hiring of people with communicable diseases or who are influenced by drugs Job Knowledge test – designed to measure how  Ward off unwarranted claims with workers much a person know about the job. compensation laws, SSS, medical care and suit for damages (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 METHODS OF DETERMINING READABILITY SIMULATIONS LEVEL  The backbone of the assessment centers because Dale-Chaff Index – looking at the number of they enable assessors to see an applicant in action commonly known words used in the document  Include role play and work samples  Place an applicant in situation that is similar as Flesch Index – analyzing average sentence length and possible to one that will be encountered on the the number of syllables per 100 words job Frequency of Gobbledygook Index – analyzing PREDICTING PERFORMANCE USING PRIOR sentence length and the number of three-syllable EXPERIENCE words Biodata – selection method that consider an Fry Readability Graph – analyzing sentence length applicant’s life, school, military, community and work and the average number of syllables per word experiences; best predictor of future employee tenure PREDICTING PERFORMANCE USING File approach – obtain information from personnel APPLICANT SKILL files on employee previous employment, education, interests and demographics Work samples – the applicant actual job-related tasks; excellent selection tool Questionnaire approach – information cannot be obtained from employees who have quit or been fired Assessment Centers – is a selection technique characterized by the use of multiple assessment Vertical Percentage method – for scoring biodata in methods that allow assessors to actually observe which the percentage of unsuccessful employees applicants perform simulated job tasks. responding in a particular way is subtracted from the percentage of successful employees responding in the Leaderless Group Discussion – applicants meet in same way small groups and are given a job-related problem to solve or a job-related issue to discuss PREDICTING PERFORMANCE USING PERSONALITY, INTEREST AND CHARACTER Business Games – exercises that allow the applicant to demonstrate such attribute as creativity, decision  Test of Normal Personality making and the ability to work with others  Test of Psychopathology  Projective Tests IN-BASKET TRAINING (IN-TRAY EXERCISE)  Objective Tests  Interest Inventories Designed to simulate the types of daily information  Integrity test that appear on the manager’s or employee’s desk  Personality-Based Integrity Tests (e.g. theft,  Participants are given a simulated managerial absenteeism and violence) scenario in which they find themselves taking over the responsibilities of a manager who is DRUG TESTING - One of the most controversial absent. They are provided with a collection of testing method used by the HR professionals documents such as emails, memos, reports, and requests that have accumulated in the manager’s TYPES OF EMPLOYMENT in-basket (or inbox).  The exercise is used to evaluate a variety of skills,  Full-time employees including decision-making, time management,  Part-time employees prioritization, problem-solving, communication,  Casual employees and organizational skills. It can also assess how  Fixed-term employees well participants can handle stress and manage  Apprentices and Trainees multiple tasks simultaneously. In: holds paperwork that must be handled Out: contains completed paper works (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 Coefficient Alpha – used not only on dichotomous CHAPTER 6: SELECTION TECHNIQUES items but also for interval and ratio Interrater reliability – two interviewers give an TESTING IN INDUSTRIAL SETTING applicant similar rating  Refers to any technique used to evaluate someone VALIDITY Mental Measurement Yearbook (MMY) – the Validity – the degree to which inferences from scores name of the book containing information about the on test or assessment are justified by the evidence reliability and validity of various psychological test Content validity – the extent to which the test items Reliability – the extent to which a score from a sample the content that they are supposed to measure selection measure is stable and free from error Construct validity – the most theoretical of the Test-retest reliability – each one of the several validity types; defined as the extent to which a test people take the same test twice; score from the 1st measures the construct it purports to measure. administration of the test are correlated with scores from the 2nd to determine whether they are similar. If Criterion validity – refers to the extent to which a they are, the test is said to have temporal stability test score is related to some measure of an outcome or  Typical test-retest reliability coefficient for test a job performance called criterion used in industry is.86 Concurrent Validity – design, a test is given to a Alternate-forms reliability – two forms of the same group of employees who are already on the job, the test are constructed; the score on the two forms are score on the test are then correlated with a measure of then correlated to determine whether they are similar the employee’s current performance Counterbalancing of test-taking order is designed to Predictive validity – design, a test is administered to eliminate any effects that taking one form of the test a group of job applicants who are going to be hired, first may have effect on scores on the second form. If the test scores are then compared with a future they are, the test is said to have form stability – measure of whether it will predict future performance consistency of results over different forms or versions. Single-group validity – the characteristics of a test CHARACTERISTICS OF EFFECTIVE that significantly predicts a criterion for one class of SELECTION TECHNIQUES people but not for another RELIABILITY Validity Generalization (VG) – the extent to which a test found valid for a job in one location found to be Internal consistency – extent to which similar items valid measure on the same job in a different location are answered on similar ways and measures item stability. Known-group validity – a test is given the two groups of people who are known to be different on the Item homogeneity – all the items measure the same trait in question things Validity coefficient – the correlation between the Split-half method – easiest to use, as items on the scores on a selection method (e.g. interview & test are split into two groups and correlates. cognitive ability test) and the measure of the job  Because the number of items in the test has been performance (e.g. supervisor rating and absenteeism) reduced, use a formula called Spearman-Brown to adjust the correlation Barnum statement – statements that is so general that they can be true of almost everyone K-R 20 – used for tests containing dichotomous items (yes/no) (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 MAKING THE HIRING DECISION Passing Score – a point in a distribution of score that distinguishes acceptable from unacceptable Selection – looking for the right person performance Placement – looking for the right job Cut-off approach – a method of hiring in which an applicant must score higher than a score to be Nepotism – preference for hiring relatives of current considered for employment employees Composite score – a single score that is the sum of Qualified workforce – the percentage of people in the scores of several items or dimensions given geographic area who have the qualifications (skills, education, etc.) to perform a certain job. Multiple-Hurdle Approach – selection practice of administering one test at a time so that applicants MULTIPLE REGRESSION must pass the test before being allowed to take the next test.  If more than one criterion-valid test is used, the scores on the test must be combined  Each test score is weighted according to how well CHAPTER 7: PERFORMANCE EVALUATION it predicts the criterion  Contamination – the condition in which a criterion score is affected by things other than TYPES OF RATING SCALES those under the control of the employee Behavioral Observation Scale (BOS) – supervisors TOP-DOWN SELECTION rate the frequency of observed behavior  Who will perform the best? Behaviorally Anchored Rating Scales (BARS) –  Selecting applicants in straight rank order of their involves placement of benchmark behavior next to test scores each point on a graphic rating scale  Starting with the highest score and moving down until all openings have been filled Force Choice Rating Scales – a supervisor is given several behaviors and is forced to choose which of COMPENSATORY APPROACH them is most typical of the employees The assumption is that if multiple test scores are used Mixed-Standard Scale – a method of performance the relationships between a low score on one test can appraisal in which a supervisor reads and description be compensated for by a high score on another. of a specific behavior and then decides whether the behavior of the employee is better than, equal to, or THE RULE OF THREE/FIVE poorer than the behavior describe The names of the top three/five applicants are given to STEPS IN EVALUATING PERFORMANCE a hiring authority who can then select any of the three/five STEP 1. DETERMINE THE REASON FOR  Advantages: possibly higher quality of selected EVALUATING EMPLOYEE PERFORMANCE applicants and objective decision making  Disadvantages: less flexibility in decision Peter Principle – promotion of employees until they making, ignores measurement error, and assume reach their highest level of incompetence test score accounts for all the variance in performance Performance Appraisal Review – is an excellent time to meet with employees to discuss their strength THE PASSING SCORES APPROACH and weaknesses  Who will perform at an acceptable level? STEP 2. IDENTIFY ENVIRONMENTAL AND CULTURAL LIMITATIONS (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 For example, if supervisors are highly overworked, Decision 3: Use of Employee Comparison, an elaborate, time-consuming performance Objective Measures or ratings appraisal system will not be successful. In an  Employee Comparison – employees can be environment in which there is no money available compared with one another instead of being rated for merit pay, developing a numerically complex individually on a scale. system will become frustrating, and the results of  Rank Order – easiest and most common; the evaluation may not be taken seriously. employees are rank in order by their judged performance for each relevant dimension In an environment in which employees are very  Paired Comparison – comparing each possible cohesive, the use of peer ratings might reduce the pair of employees and choosing one of each pair is the better employees cohesiveness.  Forced Distribution (rank & yank) – assume that employee performance is normally STEP 3. DETERMINE WHO WILL EVALUATE PERFORMANCE distributed. There are certain percentage of employees who are poor, average and excellent. Feedback - Providing employees with specific information about how well they are performing a STEP 5. TRAIN TRAINERS task or series of tasks  360-degree feedback – feedback obtained from Frame of Reference Training – makes fewer rating multiple sources (self-appraisal, supervisor, error and recall more training information than do subordinates, client/customer, peer) untrained raters or raters receiving information about  Negative feedback – telling employees what only job-related behaviors they are doing incorrectly in order to improve their performance of the task. Focal Performance Appraisal – all employees are reviewed at the same time rather than on the exact STEP 4. SELECT THE BEST APPRAISAL dates they are individually hired. METHODS TO ACCOMPLISH YOUR GOALS STEP 6. OBSERVE AND DOCUMENT PERFORMANCE Decision 1: Focus of Appraisal Dimensions:  Trait-focused performance dimension (e.g. dependability, honesty and courtesy) The next step in the performance appraisal process  Competency-focused performance dimension is for supervisors to observe employee behavior and (KSA) document critical incidents as they occur.  Task-focused performance dimension (similar task to perform) Critical incidents are examples of excellent and  Goal-focused performance dimension (goals to poor employee performance. be accomplish) Documentation is important for four reasons. Decision 2: Should dimensions be weighted? 1. Documentation forces a supervisor to focus on  Once the type of dimension has been employee behaviors rather than traits and determined, the next decision is whether the provides behavioral examples to use when dimensions should be weighted so that some reviewing performance ratings with employees. are more important than others. 2. Documentation helps supervisors recall  Grading systems in the classes you have taken behaviors when they are evaluating provide good examples of weighting performance. dimensions. 3. Documentation provides examples to use when  Weighting dimensions makes good reviewing performance ratings with employees. philosophical sense, as some dimensions might 4. Documentation helps an organization defend be more important to an organization than against legal actions taken against it by an others. employee who was terminated or denied a raise  Another advantage to differentially weighting or promotion. dimensions is that it may reduce racial and other biases (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 STEP 7. EVALUATE PERFORMANCE STEP 9: TERMINATE EMPLOYEE’S EMPLOYMENT-AT-WILL DOCTRINE Distribution error – made when rater uses only one part of the rating scale (rate employee a 4 or 5) Employment-at-will statement – statement in the employment applications and company manuals Leniency error – rater tend to rate every employee at reaffirming an organization’s right to hire or fire at the upper end of the scale regardless of the actual will. performance of the employee  Private sectors  In most states allow employers freedom to fire an Central Tendency Error – results in the supervisor employee without any reason – at will rating employee in the middle of the scale  Employee have the right to leave the company anytime Strictness Error – rates every employee at the low end of the scale Exception to the doctrine  When the employee is terminated for refusing to Halo Error – rates allow either a single attribute or commit a crime an overall impression of an individual to affect the  When the employee are discharge in spite rating that she makes on each relevant job dimension employee’s promise of job security  When the employer has acted with a lack of good Horn Error – opposite of halo error faith and fair dealing Proximity Error – occurs when the rating made on one dimension affects the rating made on the CHAPTER 8: TRAINING AND DEVELOPMENT dimension that immediately follows it on the rating scale. TRAINING Contrast Error – performance rating one person receives can be influenced by the performance of the  Systematic acquisition of skills, rules. Concepts previously evaluated person or attitudes that result in improved performance  Planned effort by an organization to facilitate the Recency Effect – recent behavior are given more learning of job-related behavior on the part of its weight in the performance evaluation than behavior employees that occurred during the first few months of the  Short term process evaluation period  Requires guidance (or instruction) in a series of steps to gain a skill or set of predictable Infrequent Observation – managers and supervisors knowledge do not have the opportunity to observe a  Often for non-leadership related activities representative sample of employee behavior  Not all employees need training Assimilation – raters base their rating of an employee Readiness: refers to whether or not the experience of during one rating period on the ratings that rater gave trainees has made the receptive to training they will during a previous period. receive STEP 8: COMMUNICATE APPRAISAL RESULTS Purpose of Training TO EMPLOYEES  To provide the ability to undertake a task or job  To improve productivity and workforce Fundamental attribution error – to attribute others’ flexibility failure or poor performance to personal rather than  To improve safety and quality situation factors  To develop the capability of the workforce Negative Information – weigh more than positive DEVELOPMENT information  More long term in nature (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104  Often include education in philosophical and TRAINING MODELS theoretical concepts  Aimed at developing relationships, often for the In-house trainer - a professional who provides purpose of improving leadership skills training and development programs within a specific  More general and non-tangible than specific organization rather than working as an external consultant or trainer. Their role involves designing, The Purpose of Development delivering, and evaluating training programs tailored  More productive management and leadership to the needs of the organization's employees. They come from the better educated and informed focus on enhancing skills, knowledge, and managers performance relevant to the organization's goals and  Research has shown that the performance of often work closely with various departments to managers can be improved through better address specific training needs. knowledge, changing attitude, increased capability and skills External trainers - professionals hired from outside  The purpose of the development is to improve an organization to provide specialized training and leadership effectiveness through planned and development programs. Unlike in-house trainers, they structural learning typically do not have a permanent role within the  A planned approach to developing managers and organization and are brought in for their expertise in a leaders will enable the growth of the managers specific area or subject matter.  It will also provide for the future needs of the business or organization Case Study - a thorough examination of a specific case or a small number of cases, often within their DETERMINING TRAINING NEEDS real-life context. Case studies are widely used in various fields, including business, education, social Need Analysis sciences, and healthcare.  First step in developing an employee training system Living cases - real-time or real-world scenarios used  To determine the types of training that are needed in training or educational contexts to illustrate and in an organization analyze complex situations. Unlike static case studies  The extent to which training is a practical means that are based on past events, living cases are dynamic of achieving an organization’s goal and current, often involving ongoing issues or evolving situations. They provide participants with Organizational Analysis - To determine those the opportunity to engage with and respond to real- organizational factors that either facilitates or inhibits life challenges as they unfold. training effectiveness Simulation - technique used to replicate or model Task Analysis - determine how employees learn to real-world processes, systems, or situations to study perform each task or obtain each competency their behavior, test hypotheses, or train individuals. It involves creating a controlled environment that Person Analysis mimics the conditions of a real-life scenario, allowing  Determining which employees need training and participants to interact with and explore various in which areas outcomes and responses.  Person analysis uses performance appraisal scores, surveys, interviews, skill and knowledge Role play - training or educational technique where test or critical incidents individuals act out specific roles or scenarios to explore behaviors, practice skills, or understand DEVELOPING A TRAINING PROGRAM different perspectives. It involves participants assuming particular roles and engaging in simulated Skilled-based or knowledge-based pay – an interactions or situations to gain insights or improve employee participates in training program that is their abilities. designed to increase a particular skill: an employee needs either to be promoted or receive a pay raise Behavior modeling - training and learning technique where individuals observe and imitate desired behaviors to acquire new skills or improve existing (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 ones. It is based on the principle that people learn Interactive Video – employees see a videotaped effectively by watching others and then replicating situation on television computer screen or Ipod and at their actions. This technique is often used in various the end od each situation, employee choose their training programs and educational settings. response to the situation and the computer select a video that show what would happen based on the On-the-job training (OJT) - where employees learn employee’s response new skills or knowledge while performing their actual job tasks. This type of training occurs in the Teleconference – trainees are sent powerpoint workplace, allowing employees to gain hands-on presentation that they view on their computer while experience and apply what they learn in real-time. the trainer conducts the audio portion of the training over the phone Practicum - experiential learning opportunity that allows individuals to apply theoretical knowledge in a Blogs and wikis – rather than waiting for an annual real-world setting. It is often part of academic or conference or scheduled training program, employees professional programs and provides hands-on can ask question, get immediate answer, post opinion experience in a specific field or discipline. Practicums and share information with others in similar field. are designed to bridge the gap between classroom learning and professional practice. Webinar (We-Based Seminar) and Webcast - Training Programs transmitted over the web Internship - structured work experience program that  Webinar: short for web seminar and interactive provides individuals, typically students or recent training method in which training is transmitted graduates, with practical experience in a professional over the internet field. Internships are designed to help individuals gain  Webcasts: involve one-way communication from hands-on experience, develop skills, and explore the trainer career options while working in a real-world environment. CATEGORIES OF DISTANCE LEARNING Just-in-time (JIT) training - learning approach Asynchronous – employees complete the training at where training is delivered precisely when it is needed, their own space and at the time and place of their rather than in advance or as part of a scheduled choosing program. This method focuses on providing relevant information and skills at the moment they are required, Synchronous – employees complete the training at enhancing immediate application and efficiency. the same time and the same place although they may be in differential physical locations Team building - activities, strategies, and exercises  Webinars, webcasts and teleconference are designed to improve teamwork, communication, and common method collaboration among members of a group or organization. The goal is to enhance team dynamics, LEARNING MANAGEMENT SYSTEM boost morale, and increase overall effectiveness.  A combination of e-learning techniques, DISTANCE LEARNING employee assessment tools and other training functions which helps managers assess the skill  Allow employees to learn material at their own of employees, register them for courses, deliver pace at a time that is convenient to them interactive learning modules, etc Programmed Instruction – offered through books or MODELING through e-learning, effective because it take advantage of several important learning principles Virtually important method of learning for training in Computer-based Training (CBT) and E-Learning organizations; employees learn by watching how other employee perform, or model, a behavior (Web Based) – employees can choose from the 1. attention to the behavior of other employees variety of training programs offered on-site, through 2. retain information that is being modeled the internet or through an organizations intranet and 3. reproduce the behavior that is seen complete the training program at their own pace. (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━ INDUSTRIAL/ORGANIZATIONAL PSYCHOLOGY BSP 3104 JOB ROTATION  Mentor – an experienced employee who advisees and looks out for a new employee  An employee performs several different jobs  Good mentors can be difficult to find within an organization  Commonly used to train non-managerial TRANSFER OF TRAINING employees  Greater flexibility in replacing absent workers The more similar the training situation is to the actual  Increases employee awareness job situation, the more effective training will be,  Improves job satisfaction practice the desired behavior as much as possible  Employee is given the same number of tasks to do at one time but the task change from time to Overlearning – practicing a task even after it has time been successfully learned Cross-Training – increased use of work teams is PRINCIPLES OF LEARNING making job rotation; training employees to do multiple job  Material presented should be presented in a meaningful manner as much as possible Apprentice Training – an individual usually takes  People learn at different rates in different ways 144 hours of formal class work each year and works  Distributed learning has been found out to result with an expert for several year to learn a particular in faster learning and longer retention trade and perhaps become eligible to join a trade  Individual taught to operate machines should union; usually formal agreement between labor and have the opportunity to practice it through active management practice. COACHING EVALUATION OF TRAINING RESULTS  A method of training in which a new employee Pretest - administered before the training begins to receives on-the-job guidance from an evaluate participants' baseline knowledge, skills, or experienced employee abilities.  Experienced employee working with new employees “show the kid the rope” Posttest - conducted after the training program  Not all employees are good coaches concludes to measure how much participants have  Coaching can lower the coach productivity learned and to evaluate the effectiveness of the training. Pass-through-programs – experienced workers are temporarily assigned to the training department; Employee Reactions – involves asking employees if workers are taught training techniques and then spend they enjoyed the training and learned from the several months training new employees before training. resuming their old jobs Application of Training – the extent to which Professional Coaches who work with all employees employees can use the learned materials; measure or corporate coaches – hired to coach an employee, through supervisor’s ratings or through the use of usually a manager. It help employees identify their secret shoppers. strength and weaknesses; set goals and solve problems Business Impact – determined by evaluating whether the goal of training were met MENTORING Return of Investment (ROI) or Bottom-line  A veteran in the organization who takes a special measure – after accounting for the cost of the training interest in new employee and help him not only did the organization actually save money (e.g. if we to adjust with the job but also to advance in the spent 100,000.00 training employees, how much more organization revenue was brought in as a result of training?)  Mentoring is less formal than coaching (\ (\ („ ֊ „) ━━O━O━━ JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━━JEYA`` ~ ୨୧ ♡ ━━━━