Agenda Topic Name Time Socialization Insider-Outsider Passage Ahmed Abdel Tawab 10’ Orientation Employee Handbook Importance of Employee Training Dalia Nayel 15’ Training Training Evolution Tarek El-Rayes Organizational Development Learning Organization Mahmoud El-Masry Training Methods Int’l Training and Development Rasha Salama

Introduction Socialization, Orientation, Training and Developing employees are four words which refers to a process of helping new employees adapt to their organizations and work responsibilities and become fully productive

Outsider – Insider Passage Socialization, or “on boarding” is a process of adaptation to a new work role Assumptions of employee socialization: Organizational stability Socialization strongly influences it Increases through socialization New members suffer from anxiety Socialization does not occur in a vacuum Individuals adjust to new situations in remarkably similar ways

Outsider – Insider Passage The socialization process: Prearrival Individuals arrive with a set of values, attitudes, and expectations developed from previous experience and the selection process. Encounter Individuals discover how well their expectations match realities within the organization. Where differences exist, socialization occurs to imbue the employee with the organization’s standards. Metamorphosis Individuals have adapted to the organization, feel accepted, and know what is expected of them.

The Purpose of New-Employee Orientation Orientation is the activities that introduce new employees to the organization and their work units Orientation may be done by the supervisor, the HRM staff or some combination. Formal or informal, depending on the size of the organization. Covers such things as: The organization’s objectives History Philosophy Procedures Rules HRM policies and benefits Fellow employees

Learning the organization’s culture Culture includes long-standing, often unwritten rules about what is appropriate behavior. Socialized employees know how things are done, what matters, and which behaviors and perspectives are acceptable.

The CEO’s and HRM’s Role in Orientation CEOs can 1. welcome employees 2. provide a vision for the company 3. introduce company culture 4. convey that the company cares about employees 5. allay some new employee anxieties HR has a dual role in orientation. Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits choices. Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).

Employee Handbook HR’s permanent reference guide: the employee handbook a central source for teaching employees company mission history, policies, benefits, culture employers must watch wording and include a disclaimer to avoid implied contracts

Employee Training Jobs in today’s Dynamic Organization’s have become more complex. The importance of employee education has increased. Example: Nearly three-quarter of airline crashes are caused of human error.

Employee Training Employee Training: present-oriented training that focuses on individual’s current jobs. Relative permanent change in employees that improves job performance. Training involves changing skills, knowledge, attitudes or behaviour. Managers, possibly with HRM assistance decide when and what training employees need.

Employee Training Employee Training: Training enhances skills and abilities needed to immediate perform their jobs. Employee Development: Development focuses on more skills and knowledge for future career progress.

Employee Training What deficiencies, if any do incumbents have in the skills, knowledge, or abilities required to exhibit the necessary job behaviours? Is there a need for Training? What are the Organization’s Goals? What Tasks should be accomplished to achieve Goals? What Behaviours are necessary for each job incumbent to complete his or her arranged tasks?

Employee Training On-the-job Training Methods Job Rotation Apprenticeships Internships Off-the-job Training Methods Classroom Lectures Multimedia Learning Vestibule Training

Organizational Development Occurs when organizations engage in systematic assessments of themselves and their environment to achieve goals more effectively OD can be defined as change that increases organizational effectiveness across entire organization

Organizational Development Occurs when organizations engage in systematic assessments of themselves and their environment to achieve goals more effectively OD can be defined as change that increases organizational effectiveness across entire organization

Change Process Viewpoints The Calm Waters Metaphor Symbolizes a break in the organization’s equilibrium state Unfreezing the status quo Changing to a new state Refreezing to make the change permanent

Change Process Viewpoints The Calm Waters Metaphor Symbolizes a break in the organization’s equilibrium state Unfreezing the status quo Changing to a new state Refreezing to make the change permanent

Change Process Viewpoints White-water Rapids Metaphor Lack of environmental stability and predictability Requires managers and organizations continually adapt (manage change actively) to survive

Evaluation Formal evaluation: uses observation, interviews, and surveys to monitor training while its going on. Summative evaluation: measures results when training is complete in five ways: 1. Reaction 2. Knowledge 3. Behavior 4. Attitudes 5.Productivity

Evaluating Training & Development Effectiveness Did the training correct the deficiencies assesed as needing attention? Training effort is achieving its goals. Benefits gained must overweigh the cost of learning experience. How will we determine if a training program is effective?

Evaluating Training Return on Investment Method Kirkpatrick’s Model Approach Used when output can be measured in figures. Example: cost increase/decrease, sales production, revenue…etc Dividing the benefit of the training by the training expenses. Used for skills that are hard to quantify. Better communication skills, learning a language, attitudes &behaviors..etc Four- level approach, measuring the following

Kirkpatrick’s Model Approach Level 1 The reactions of trainees towards the training. Level 2 How much the participants learned. Level 3 Whether the training actually changed the trainees behavior. Level 4 Whether the training benefited the employer or not.

Evaluating Training Trainees Opinions Another general approach is to simply ask the employees for their opinion!! Positive comments Favorable Evaluation Negative comments Should be Eliminated However it’s the least valid being influenced by other factors

Performance-Based Evaluation Measures 1. Post –Training performance Model 2. Pre-Post – Training performance Method. 3. Pre-Post-Training Performance Method with control group Method.

1- Post –Training performance Model Based on how well employees can perform their jobs after training. A follow up to be made after a certain period of time to see whether techniques addressed in the program are used or not.

2- Pre-Post – Training performance Method Based on the difference in performance before and after training. Each participant is evaluated prior to training and reevaluated after. It deals directly with the job behavior.

3- Pre-Post-Training Performance Method with control group Method. Comparing pre- and post-training results with individuals. 2 groups are evaluated on actual job performance by a control group& reevaluated at the conclusion of training.

International Training Cross-Cultural Training for Expatriates: When expatriate arrives in new locations, they are the foreigners. - Cultural background, history, politics..etc Language Training. Communicating in the local language makes a good impression & life much easier

Development Issues Overseas assignment should be a part of a development programs; Advantages: Return with broader experiences. Acquire greater flexibility Do things differently Disadvantages: When returned largely ignored & may quit. Others become reluctant to overseas posts. Extremely costly for the company.

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