1. Orientation and Training

2. Orienting Employees Employee orientation Orientation content
A procedure for providing new employees with basic background information about the firm.
Orientation content
Information on employee benefits
Personnel policies
The daily routine
Company organization and operations
Safety measures and regulations
Facilities tour

3. Orienting Employees (cont’d)
A successful orientation should accomplish four things for new employees:
Make them feel welcome and at ease.
Help them understand the organization in a broad sense.
Make clear to them what is expected in terms of work and behavior.
Help them begin the process of becoming socialized into the firm’s ways of acting and doing things.

4. Training Defined
Training is the systematic process of altering employee behavior in a way that will achieve organizational goals
It should be related to present job skills and abilities
It helps employees master the specific skills and abilities needed to be successful

5. Differences between Training, Education & Development
Training is short term, task oriented and targeted on achieving a change of attitude, skills and knowledge in a specific area. It is usually job related.
Education is a lifetime investment. It tends to be initiated by a person in the area of his/her interest(Today)
Development is a long term investment in human resources(tomorrow).

6. The Goal of the training
The goal of training is for employees to master the knowledge, skills and behaviors emphasized in training programs and to apply them to their day-to-day activities.

7. How training is a strategic?
Training is strategic to the extent that it helps achieve the organization’s strategic plan or business strategy.

8. Linking Organizational Strategies and Training

9. Developing Strategic Training Plans
A good training plan deals with the following questions:
Is there really a need for the training?
Who needs to be trained?
Who will do the training?
What form will the training take?
How will knowledge be transferred to the job?
How will the training be evaluated?

10. Sources of the information in the Training Need Assessment
Organizational Analyses
Job/Task Analyses
Individual Analyses

11. Levels of Needs Assessment

12. Performance Consulting

13. Establishing Training Objectives and Priorities
Gap Analysis
The distance between where an organization is with its employee capabilities and where it needs to be.
Types of Training Objectives
Knowledge: Impart cognitive information and details to trainees.
Skill: Develop behavior changes in how job and tasks are performed.
Attitude: Create interest and awareness of the training importance.

14. Internal Training Informal Training On-the-Job Training (OJT)
Training that occurs through interactions and feedback among employees.
On-the-Job Training (OJT)
Based on a guided form of training known as job instruction training (JIT)
Problems with OJT
Poorly-qualified or indifferent trainers
Disruption of regular work
Bad or incorrect habits are passed on

15. Stages for On-the-Job Training (OJT)
Figure 9–6

16. On The Job Training Methods
Coaching
Mentoring
Job rotation
Apprenticeship training
Committee assignments

17. Off The Job Training Methods
Case Study
Role playing
Lecture method
Conference or discussion method
Programmed instruction

18. Case Method Identify the problems Analyze the problems
The case method uses a written description of a real decision-making situation
Managers are asked to study the case in order to:
Identify the problems
Analyze the problems
Propose solutions
Choose the best solution
Implement it
More learning takes place if there is interaction with the instructor

19. Role Playing
Each person is assigned a role in a situation and is asked to react to other players’ role-playing
The player is asked to react to the stimuli as that person would
Players are provided with background information on the situation and the players
A script is usually provided
The success of this method depends on the ability of the players to play the assigned roles believably
Role-playing can help a manager become more aware of, and more sensitive to, the feelings of others

20. Training Delivery: Considerations
Nature of training
Subject matter
Number of trainees
Individual vs. team
Self-paced vs. guided
Training resources
Costs
Geographic locations
Time allotted
Completion timeline

21. Evaluation Integral part of overall training program
Provides feedback on effectiveness of training program
Evaluation criteria should be established in tandem with and parallel to training objectives

22. Continued Cost-Benefit Analyses
A comparison of costs and benefits associated with organizational training efforts
Measurement of both the costs and the benefits may be difficult.
Return on Investment (ROI) Analysis
Benchmarking
Comparison of internal training with training done in other organizations

23. Learning: The Focus of Training
Learner Readiness
Ability to learn
Learners must possess basic skills .
Motivation to learn
Learners must desire and value training.
Self-efficacy
Learners must believe that they can successfully learn the training content.

24. Learning Styles Adult Learning Principles
Have need to know why they are learning something.
Have need to be self-directed.
Bring more work-related experiences into the process.
Employ a problem-solving approach in the experience.
Are motivated by both extrinsic and intrinsic factors.

25. END