Overview Supervisors are responsible for making sure their employees know what to do and how to do it. Training is a major expense. Employee training, however it is conducted, meets important needs. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-1

New Employee Orientation Supervisors should assume that all employees need some form of orientation. Orientation refers to the process of giving new employees the information they need to do their work comfortably, effectively, and efficiently. Supervisors must ensure that their employees begin their jobs with all the information they need. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-2

Benefits of Orientation Communicates basic job-related information to employees so they can become productive sooner Reduces employee nervousness and uncertainty Encourages employees to develop a positive attitude Can strengthen positive work relationships McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-3

The Supervisor’s Role In a small organization, supervisors often are responsible for conducting orientation. Large organizations usually have a formal orientation program conducted by human resources. Supervisors must still convey information about job specifics. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-4

Orientation Topics Organization policies and procedures Tax and insurance forms Job particulars How departmental activities lead to organizational goals Instructions on how to perform the job How the employee’s job contributes to meeting department and organizational objectives McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-5

Orientation Methods Employee handbook Tour of the facilities Involvement of co-workers Follow-up McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-6

The Training Cycle McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-7

The Training Cycle (continued) Assessment of training needs Planning steps: Set objectives that are written, measurable, clear, specific, and challenging but achievable Decide who will participate Choose training methods Implementation McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-8

Assessment of Training Needs Supervisors are responsible for assessing training needs even if they don’t conduct it. Needs assessment should be an ongoing concern for supervisors. To identify training needs: Observe problems in the department that suggest a need for training. Evaluate areas of change, considering what new knowledge and skills employees will need. Ask employees. Consider needs during departmental planning. McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved. 16-9

Assessment of Training Needs (continued) Mandatory training: Government regulations Union work rules Company policy Learning environment: Foster a climate that values learning Set a good example Share information McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved

Types of Training On-the-job training Apprenticeship Cross-training Vestibule training Classroom training Computer-based instruction Role playing Basic-skills training McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved

10 Major Advantages of E-Learning 1. Real-time learning and application of critical knowledge 2. Learner-centric training 3. Ability to attract, train, and retain employees 4. Personalized training 5. Ownership of learning 6. Simulation 7. Collaboration 8. Ability to train anytime and anywhere 9. Cost effectiveness 10. Quantifiable results McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved

Coaching to Support Training As a coach, supervisors engage in: Regular observation Teaching Encouragement McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Coaching Guidance and instruction on how to do a job so that it satisfies performance goals.

The Coaching Process McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved

Mentoring Focused on one employee Should not exclude all other employees in the work group For employees who: Have great potential Need extra attention Have specifically been assigned to the supervisor McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved Mentoring Providing guidance, advice, and encouragement through an ongoing one-on-one work relationship.

Mentoring (continued) Mentor activities: Act as a sounding board Share knowledge and experience Guide employees to discover the results of their own behavior Share organizational opportunities McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved

Evaluation of Training Was the trainer well prepared? Did the trainer communication the information clearly and in an interesting way? Did the training include visual demonstrations in addition to verbal descriptions of how to do the task? Were the employees well enough prepared for the training program? Did the employees understand how they would benefit from the training? Did employees have a chance to ask questions? Did the employees receive plenty of praise for their progress? McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All rights reserved