PELATIHAN KERJA Yulvi zaika

TUJUAN Untuk meningkatkan dan mengembangkan kemampuan sumber daya manusia pada suatu organisasi

PELATIHAN 1.Memperkenalkan suatu keahlian baru pada pekerja 2.Pekerja selalu bisa mengikuti perkembangan baru dalam bidang pekerjaan 3.Bertujuan memperbaiki efisiensi pekerja 4.Dapat dilakukan saat pekerjaan atau di luar tempat pekerjaan 5.Dilakukan pada pekerja baru sebagai pengenalan/ orientasi atau pekerja yang sudah lama bekerja

APAKAH KITA PERLU MELAKUKAN PELATIHAN? STARTING POINT: NEED ASSESMENT Performance/ Results Time Expected Curve Actual Curve Gap THE ANSWER: YES, WE NEED TRAINING TO FILL THE GAP

MENGAPA TERJADI PERBEDAAN ANTARA HARAPAN DAN KENYATAAN Tidak cukup sumber daya (material, pekerja) Kondisi mesin yang tidak berfungsi, rusak, dll Kemampuan pekerja yang buruk Kurangnya motivasi pekerja dll

PERTIMBANGAN LAIN Harapan terlalui tinggi Cara mencapai target Apakah pelatihan satu satunya cara untuk mencapai target Apakah ada factor lain

7 APAKAH PELATIHAN ITU? Training is a systematic process through which an organization’s human resources gain knowledge and develop skills by instruction and practical activities that result in improved corporate performance. Pelatihan adalah proses sistematik yang dilakukan oleh pekerja untuk meningkatkan pengetahuan dan mengembangkan kemampuan dengan mengikuti beberapa instruksi dan praktek yang akan memperbaiki prestasi kerja.

8 PERBEDAAN ANTARA PELATIHAN, PENDIDIKAN DAN PENGEMBANGAN Pelatihan : jangka waktunya pendek, orientasi pada tugas dan targetnya adalah perubahan sikap, kemampuan dan pengetahuan dalam bidang tertentu, biasanya berhubungan dengan pekerjaan. Pendidikan :investasi sepanjang hidup, biasanya dilakukan oleh orang di bidang yang diminati. Pengembangan : investasi dalam jangka waktu panjang pada pekerja

9 KONSEP ASK Konsep GAP, pelatihan adalah cara sederhana yang menggunakan aktifitas untuk mengisi gap antara hasil yang diharapkan dan kenyataan. GAP dapat dipisahkan dalam 3 katagori: 1.Attitude 2.Skills 3.Knowledge

10 DARI KE 3 KATAGORI RANKING SESUAI DENGAN TINGKAT KESULITAN DALAM MENGEMBANGAN KEMAMPUAM ORANG Attitude Skills Knowledge Easy Moderately difficult Most difficult

11 LIMA PRINSIP DALAM PENGAJARAN Participation: involve trainees, learn by doing Repetition: repeat ideas & concepts to help people learn Relevance: learn better when material is meaningful and related Transference: to real world using simulations Feedback: ask for it and adjust training methods to audience.

12 MODEL PROSES PELATIHAN Assessment StageTraining StageEvaluation Stage Organizational Needs Assessment Task Need Assessment Development of Training Objectives Design & Select Procedures Measure Training Results Development of Criteria for Training Evaluation TrainCompare Results to Criteria Feedback *Goldstein, I. (2002) Training in Organizations 4 th Ed.

SIKLUS PELATIHAN 13

PERTANYAAN UNTUK PENILAIAN Apakah pelatihan dibutuhkan ? Apakah pelatihan mendukung strategi organisasi ? Apakah pelatihan dibutuhkan untuk strategi yang lain? Analisa pekerjaan dan tugas Pelatihan apa yang dibutuhkan pada masing-masing pekerjaan dalam perusahaan ? Analisa individu: Pelatihan apa yang dibutuhkan pada masing-masing individu pekerja dalam perusahaan?

MENENTUKAN TUJUAN DARI PELATIHAN  Buatlah tujuan pelatihan spesifik, konkrit dan terukur  Apa yang harus disempurnakan oleh pengikut pelatihan setelah partisipasi dalam pelatihan?  Pada tingkat kemempuan seperti apa yang dibutuhkan oleh perusahaan.  Apakah yang akan dibangun attitudes, skills, knowledge atau kombinasi dari keduanya?

16 PERENCANAAN PROGRAM PELATIHAN 1.Lamanya waktu 2.Struktur program 3.Metoda instruksi 4.Kwalifikasi Pengajar 5.Pengikut pelatihan; 6.Materi pendukung – materials, OHP, classroom 7. Lokasi pelatihan 8. Kriteria & metoda pengajaran dan penilaian utk menilai pengikut pelatihan 9. Kriteria & metoda utk mengevaluasi program

17 SELECTING INSTRUCTIONAL METHODS NOTE: THIS IS THE MOST IMPORTANT STEP On-the job-training (OJT)  learn while you’re working Off -the job-training  In house, training or classroom  External, consultancies or attending external classes  Independent bodies, such as government talks  Distance learning, from books or notes  Computer-assisted learning  Interactive-video training  Video conferencing, same as classroom except teachers and students are in different locations.

OJT training is at the actual work site using the actual work equipment Advantages: Enhances the transfer of training: the training setting and the work setting are the same May reduce costs: avoid the cost of a separate training facility Enhances trainee motivation: job-relevancy of training is more obvious to the trainees Disadvantages: May be disruptive to normal operations May have more distractions that interfere with learning May have safety concerns

OFF THE JOB TRAINING training takes place off the job at a training facility designed for training Advantages: Avoids disruptions to normal operations Minimizes distractions Avoids safety concerns Disadvantages: Transfer of training may be more difficult due to differences between the training setting and the work setting Costs may be higher due to the cost of the training facility Trainee motivation may be reduced because the job-relevancy of the training is not as obvious

20 EVALUATING THE TRAINING Three Levels of Evaluation 1.Immediate Feedback  Survey or interview directly after training 2.Post-Training Test  Trainee applying learned tasks in workplace? 3.Post-Training Appraisals  Conducted by immediate supervisors of trainees

21 EXERCISE 4 Imagine you are the training manger of a hotel that will open next year. Your GM asks you to develop a training program that aims to boost the team spirit of the newly formed Executive Committee Members. Your GM suggests you organize a two-day course in a resort location from 9 to 5 for both days. Your task is to suggest 3 training methods that suit the training theme described above. Hint: this is attitude, not skills nor knowledge training

22 RESPONSE TO EXERCISE 4 Remember your training theme was to change the individuals attitudes Employ exercises that trainees can: Participate in React to Provide feedback in Receive inspiration to move on Suitable training methods you might have listed: Role-play Games Simulation exercises Discussion/debate formats Experiential exercises Self evaluation (e.g. video tape trainees performance & let them evaluate their own behaviors).

TRAINING EVALUATION 4 Levels of Evaluation (Kirkpatrick, 1983) Level 1: Reaction: measure the satisfaction of the trainees with the training program Satisfaction questionnaire Level 2: Learning: measure how much the trainees have learned Written tests Performance tests Simulation tests

STEP 4: TRAINING EVALUATION 4 Levels of Evaluation (more) Level 3: Behavior: measure the trainees’ job performance back on their jobs Performance appraisals Level 4: Results: measure the impact on the organization Profits Costs Productivity Quality Injury rates, etc. 24