1. © 2009 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 1.Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees’ readiness for training. 4.Describe how to plan an effective training program. 5.Compare widely used training methods. 6.Summarize how to implement a successful training program. 7.Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. What Do I Need to Know? Safe and Engaging Work Environments

2. © 2009 McGraw-Hill Ryerson Ltd. Introduction Paul Theriault, Vice- President of Human Resources at NB Power. NB Power takes a holistic approach to health and safety and integrates health and safety with other HR functions 2 of 24

3. © 2009 McGraw-Hill Ryerson Ltd. Workplace Health and Safety Internal Responsibility System Employers and employees share responsibility for creating and maintaining safe and healthy work environments Workplace Health and Safety Committee Committee jointly appointed by the employer and employees at large (or union) to address health and safety issues in the workplace 3 of 24

4. © 2009 McGraw-Hill Ryerson Ltd. General and Specific Duties Duty to provide a safe workplace Ensure that appropriate policies and practices are in place Understand and follow policies and practices Identify the need for training Determine hazards and ensure employee awareness Eliminate/reduce hazards Ensure compliance with safety policies 4 of 24

5. © 2009 McGraw-Hill Ryerson Ltd. Enforcement Federal, provincial, and territorial governments Occupational health and safety officers/inspectors Bill C-45 (Westray Bill) Amendment to the Criminal Code making organizations and anyone who directs the work of others criminally liable for safety offences http://www.opseu.org/hands/westraybill.htm 5 of 24

6. © 2009 McGraw-Hill Ryerson Ltd. Employee Rights. 6 of 216 of 24 The right to Know About known or foreseeable hazards in the workplace The right to participate In identifying & resolving job-related safety and health problems The right to refuse Dangerous work

7. © 2009 McGraw-Hill Ryerson Ltd. WHMIS The Workplace Hazardous Materials Information System (WHMIS) is related to the worker’s right to know and ensures that hazardous products are properly labelled, used, stored, handled, and disposed of safely. 7 of 24

8. © 2009 McGraw-Hill Ryerson Ltd. Workplace Fatalities in Canada 8 of 24

9. © 2009 McGraw-Hill Ryerson Ltd. Time-Loss Injuries in Canada 9 of 24

10. © 2009 McGraw-Hill Ryerson Ltd. Employer-Sponsored Health and Safety Programs 10 of 2110 of 24 Promoting Safety Internationally Reinforcing Safe Practices Identifying & Communicating Job Hazards Job hazard analysis technique Technic of operations review Safety incentive programs Focus on specific jobs/injuries Ensure safety Cultural differences Enforcement & political climates

11. © 2009 McGraw-Hill Ryerson Ltd. Satisfying & Engaging Work Environments Job Satisfaction A pleasant feeling resulting from the perception that one’s job fulfills or allows for the fulfillment of one’s important job values Employee Engagement The extent that employees are satisfied, committed to, and prepared to support what is important to the organization 11 of 24

12. © 2009 McGraw-Hill Ryerson Ltd. Engaged Employees Tower Perrin Survey Results Just 21% of employees reported “being engaged in their work and willing to go the extra mile to help their companies succeed.” Engagement has a direct impact on retaining employees Less than 5% of engaged employees said they were actively looking for other jobs More than 25% of disengaged employees said they were actively looking for other jobs 12 of 24

13. © 2009 McGraw-Hill Ryerson Ltd. Gathering Information Exit Interview A meeting of departing employee with the employee’s supervisor and/or HR specialist to discuss the employee’s reasons for leaving http://www.arts.state.tx.us/toolkit/leadershiptransitions/templates/sampleexitinterviewquestions.pdf http://www.arts.state.tx.us/toolkit/leadershiptransitions/templates/sampleexitinterviewquestions.pdf Stay Interview A meeting with an employee to explore his or her thoughts and feelings about the job and to uncover issues in the effort to prevent that employee from becoming disgruntled 13 of 24

14. © 2009 McGraw-Hill Ryerson Ltd. Top Five Reasons Why Employees Will Stay 14 of 24

15. © 2009 McGraw-Hill Ryerson Ltd. Managing Employee Turnover Employee Turnover: Involuntary turnover Initiated by an employer (often with employees who would prefer to stay) Voluntary turnover Initiated by employees (often when the organization would prefer to keep them) 15 of 24

16. © 2009 McGraw-Hill Ryerson Ltd. Voluntary Turnover Rates (%) In general, organizations try to avoid the need for involuntary turnover and to minimize voluntary turnover, especially among top performers Voluntary turnover % has increased in Canada in recent years 16 of 24

17. © 2009 McGraw-Hill Ryerson Ltd. Costs Associated With Turnover 8 of 217 of 217 of 1617 of 24 InvoluntaryVoluntary Recruiting, selecting, and training replacements Lost productivity Lawsuits Workplace violence Recruiting, selecting, and training replacements Lost productivity Loss of talented employees

18. © 2009 McGraw-Hill Ryerson Ltd. Discharging Employees Just cause dismissal Serious violation of the employment relationship, e.g., dishonesty Other reasons for dismissal require: Severance pay, Termination pay Constructive dismissal Employer makes a significant change to a worker’s conditions of employment http://www.employmentlawissues.com/notable.php?aid=28 18 of 24

19. © 2009 McGraw-Hill Ryerson Ltd. Principles of Justice Outcome fairness Judgment that the consequences given to employees are just Procedural justice Judgment that fair methods were used to determine the consequences received Interactional justice Judgment that the organization carried out its actions in a way that took the employee’s feelings into account 19 of 24

20. © 2009 McGraw-Hill Ryerson Ltd. Progressive Discipline 9 of 21 Progressive Discipline 8 of 2120 of 24 VerbalwarningVerbalwarningTemporarysuspensionTemporarysuspension TerminationTerminationOfficial written warning 2 nd written warning plus threat of suspension

21. © 2009 McGraw-Hill Ryerson Ltd. Alternative Dispute Resolution (ADR) 21 of 24 Methods of solving a problem by bringing in an impartial outsider but not using the court system

22. © 2009 McGraw-Hill Ryerson Ltd. Employee Assistance Program Employee Assistance Program (EAP) A referral service employees can use to seek professional treatment for emotional problems or substance abuse Identified in employer documents Supervisor/manager training Employee training Services usually available to partner and family members U OF S EAP: http://www.usask.ca/eap/ 22 of 24

23. © 2009 McGraw-Hill Ryerson Ltd. Corporate Social Responsibility An evolving concept integrating social, environmental, and economic concerns into an organization’s values, culture, decision making, strategy, and operations in a way that creates wealth and improves society 23 of 24

24. © 2009 McGraw-Hill Ryerson Ltd. Corporate Social Responsibility 24 of 24 Ethics Establish principles for behaviour e.g. fairness Promote ethical behaviour, e.g., Code of ethics- http://www.health.gov.sk.ca/rha-code-of-ethics http://www.health.gov.sk.ca/rha-code-of-ethics Sustainability—Going Green Growing trend for young intelligent employees to integrate personal values and professional goals Volunteerism Fosters a sense of community which increases satisfaction, engagement, and retention Meaningful Work Match employees with on- the-job roles and projects connected to their values