1. Training and Developing Employees
Chapter 8
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Orienting Employees
Employee orientation provides new employees with basic background information needed to perform their jobs satisfactorily
Socialization is the continuing process of instilling in all employees the attitudes, standards, values and behavior patterns expected by the company
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3. Types of Orientation Programs
Can be brief, informal introductions or lengthy, formal programs of a half-day or more
New hires usually receive printed or web-based handbooks, employee benefits, personnel policies, daily routine, company organization/operations and safety measures/regulations
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4. Purposes of Orientation
The employee should feel welcome
He or she should understand the organization in a broad sense (past, present, culture and vision) as well as key policies and procedures
The employee should be clear about company expectations
The employee should begin the socialization process
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5. The Orientation Process
Is performed by a HR specialist
Orientation can utilize technology like personal digital assistants (PDAs); computer disks containing discussions of corporate culture, facilities videos and welcome messages; or orientation websites filled with info on the company’s take on hiring, ethics and policies
Employers may use Virtual Orientation for employees off-site
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6. Training’s Purpose and Process
Training refers to methods employers use to give new or present employees the knowledge and skills needed to perform their jobs
Training today is characterized by three things:
Increasingly technology-based
Trainers focus more explicitly on improving organizational performance
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7. Training’s Purpose and Process, cont.
Training includes more than technical skills and usually includes team-building, decision-making and communication skills training
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8. The Training and Development Process
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9. Training Needs and Analysis
What training (if any) does the employee require – often called “skills gapping”
Two traditional needs approaches
Task analysis is a detailed study of the job to determine what specific skills the job requires
Performance analysis means verifying that there is a performance deficiency and determine what will rectify the deficiency
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Competency Models
Generic models or set of guidelines for jobs or closely related groups of jobs
Competency means knowledge, skills and behaviors that enable employees to effectively perform their jobs
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11. Setting Training Objectives
After discovering needs trainers set concrete, measurable instructional objectives that specify what outcomes should be achieved
Provide focus for efforts and a benchmark for evaluation
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12. Traditional Training Techniques
On-the-job training
Informal learning
Apprentice training
Behavior modeling
Videoconferencing distance learning
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13. Computer and Internet-Based Training
DVD based training
Simulated learning
Internet-based training
Learning portals
Virtual classrooms
Mobile learning
Instant messaging
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14. Training for Special Purposes
Providing lifelong learning
Diversity training
Training for teamwork and empowerment
Global HR issues
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15. Managerial Development and Training
Managerial development is any attempt to improve managerial performance by through training efforts including:
In-house programs such as courses, coaching and rotational assignments
Professional programs such as SHRM seminars
University programs such as executive MBAs
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16. Trends in Management Development
Program should be aligned with company strategy and goals
Emphasis on supplementing traditional methods with realistic methods
Trainee assessment precedes manager development programs
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18. Managerial On-the-Job Training
Job rotation
Coaching/ understudy method
Action learning
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19. Action Learning Methods
Case-study method which is useful if the trainer:
Guides trainees without stating his/her opinions in examining possible alternatives and consequences
Keeps in mind his/her own analysis of the case situation is irrelevant and may hinder the group
Keeps the aim of training in mind and facilitates the group discussion
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Management games
Improvisation
Outside seminars
University-related programs
In-house learning and development centers
Learning portals and accounts
Executive coaches
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21. Organizational Development
Organizational development (OD) aims to change attitudes, values and beliefs of employees so that employees can identify and implement changes usually with the aid of a consultant
Survey feedback
Sensitivity training
Team-building
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22. Organizational Change
Difficult to achieve but necessary due to international competition
Individuals, groups and even entire organizations may resist change because they are used to the usual way of doing things or fear of power loss
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23. Lewin’s Process for Overcoming Resistance
Unfreezing forces striving to maintain status quo
Moving new behaviors, values and attitudes through organizational changes or other management techniques
Refreezing and reinforcing new behaviors to prevent relapse into old way of doing things
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24. Evaluating Training and Development Efforts
Basic issues include how to design the evaluation study and what training effect to measure
Controlled experimentation uses both a training group and a control group in order to determine the effects of training
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25. Training Effects to Measure
Reactions to training program
Determine whether trainees learned the principles, skills and facts they were supposed to learn
Determine if the trainee’s behavior on the job changed due to training
Evaluate results achieved in terms of training objectives
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