1 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition. 7 S E V E N Orientation, Training and Development, and Career Planning C H A P T E R

2 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Purpose of Orientation New Employee Capabilities Job Demands OrientationOrientationTrainingTraining

3 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition SocializationSocialization The continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization Overall process involves turning outsiders into insiders May take place even before employees begin employment

4 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Purposes of Orientation Programs OrientationPrograms Organizationalstability Reduceerrors Reducegrievances Reduceanxiety Clearexpectations Jobperformance Reduce need for discipline Reduceturnover

5 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Orientation Topics Introductions Employee Benefits Organizational Issues Job Duties History, names & titles, overviews Policies, employee handbook Pay, vacations, breaks, benefits Services, programs, counselling To supervisor, co-workers, trainers Job location, overview, safety Tasks, objectives Topics often covered:

6 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Orientation Pitfalls (problems) Overwhelmed with too much information Given only menial (boring) tasks Overloaded with forms “Trial by fire” (a thorough test of somebody's abilities or character under pressure) philosophy Gaps between Human Resource’s broad orientation and department’s orientation

7 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition EvaluatingOrientationEffectiveness EmployeeReactions Attitudes & Behaviours Cost-Benefit Evaluating Orientation Effectiveness

8 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Employee Training Training is an important part of an organization’s long-range strategy: –Global competition and flatter organizational structures require multi-skilled employees –Focus on lifelong learning (multi skilled employee) –Diverse employees with varying cultural values (200,000 new immigrants every year) –Developments in information technology require new skills and training strategies

9 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Training & Development Training Development Presentjobs For Future responsibilities

10 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition The Training System NeedsAssessment TrainingObjectives Implementation Evaluation

11 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Program Content Diagnoses present problems and future challenges that can be met through training or development –May be determined by the human resource department, supervisors or self-nomination –Needs to consider each person –Many sources of information that may indicate a need for training Needs Assessment

12 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Learning Principles LearningPrinciples EffectiveLearningTrainingObjectives ParticipationRepetitionRelevance Transference (simulators) Feedback Desired Behaviour Conditions Performance Criteria

13 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Training Techniques On-the-job On-the-jobOff-the-job Job instruction Job rotation Apprenticeships (new employee learn from old employee) Coaching Lectures & videos Vestibule training (simulation) Role-playing/Cases Simulation Self-Study & Programmed Computer-based (CBT) Virtual reality Internet/Web-based/Intranet Video-conferencing

14 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Strategic HR Development Strategic Human Resource Development –The identification of needed skills and active management of employees’ learning in relation to corporate strategies Benchmarking –Comparing one’s own standards against those of industry leaders Employee Development –The process of enhancing an employee’s future value through careful career planning

15 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Training & Development Strategies T & D Strategies Cognitive Behavioural Environmental Job rotation Temporary assignments etc

16 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition The Learning Organization Characteristics of a learning organization: –Systems thinking: ability to see things as whole –Personal mastery: clarify and deepen personal vision –Mental models: assumption, generalization how we understand –Shared vision: binds people together around a common identity –Team learning: Collective intelligence

17 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Competency Framework Competencies –Skills, knowledge, and behaviours that distinguish high performance in a broad role, function, or level of the organization Competency Framework –A list of competencies that provide a competitive advantage to an organization

18 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Training Evaluation Criteria TrainingEvaluationCriteria Reaction How satisfied are you with program? KnowledgeexamOrganizationalresults Behaviour Self-reports and observation by others

19 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Training Evaluation Steps EvaluationcriteriaEvaluationcriteria Pre-testPre-test Trained or DevelopedWorkers DevelopedWorkers Post-testPost-test Transfer to the Job Transfer to the Job Follow-upStudiesFollow-upStudies

20 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Career Planning & Development Framework Career Paths CareerPlanning Career Goals CareerDevelopment

21 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Career Planning What do employees want? Career equity: promotion system with respect to career advancement opportunities Supervisory concern: employees want their supervisors t play an active role in career development Awareness of opportunities: employees want knowledge of the career advancement opportunities that exist in their organization Employee interest depends on factors: Career satisfaction: employees have different level of satisfaction depending on their age

22 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Benefits of Career Planning Develops promotable employees Lowers turnover Taps employee potential Furthers growth Reduces hoarding (Save) Satisfies employee needs Assists employment equity plans

23 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition Career Planning & Development Organizationalsupport Career educationCareer education Career planningCareer planning Career counsellingCareer counselling Individualcareerdevelopment Job performanceJob performance ExposureExposure ResignationsResignations Organizational loyaltyOrganizational loyalty Mentors, sponsors, coachesMentors, sponsors, coaches Growth opportunitiesGrowth opportunities

24 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition HR-Supported Career Development Management support Feedback Succession Planning: Someone leaving the company or death Recent Developments –Intranet and Internet-based resources –360-degree career development

25 Copyright © 2007 by McGraw-Hill Ryerson. All rights reserved.Schwind 8th Canadian Edition. 7 S E V E N Orientation, Training and Development, and Career Planning C H A P T E R