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1 Canadian Human Resource Management: A Strategic Approach Orientation and Training Chapter 7
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2 The Balance Between New Employee Capabilities and Job Demands New Employee Capabilities OrientationTraining Job Demands
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3 Orientation Programs Programs that familiarize new employees with their roles, the organization, its policies and other employees and promote the socialization process. Socialization: the continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization.
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4 Purposes of Orientation: Reduce employee turnover Reduce errors and save time Develop clear job and organizational expectations Improve job performance
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5 Purposes of Orientation Attain acceptable job performance levels faster Increase organization stability Reduce employee anxiety
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6 Purposes of Orientation Reduce grievances Result in fewer instances of corrective discipline measures
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7 Topics often covered in Employee Orientation Programs Organizational Issues: Employer history Organization Names/titles of key executives Employee’s title and department Physical facilities Probationary period
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8 Topics often covered in Employee Orientation Programs Organizational Issues: Product line or service Production process Policies and rules Disciplinary regulations Employee handbook Safety procedures and enforcement
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9 Topics often covered in Employee Orientation Programs Employee Benefits Pay scales/paydays Vacations and holidays Rest breaks Training and education
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10 Topics often covered in Employee Orientation Programs Employee Benefits Counselling Insurance Retirement Employer-provided services Rehabilitation programs
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11 Topics often covered in Employee Orientation Programs Introductions To supervisor To trainers To co-workers To employee counsellor
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12 Topics often covered in Employee Orientation Programs Job Duties Job location Job tasks Job safety requirements Overview of job Job objectives Relationship to other jobs
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13 Orientation Pitfalls -- (The human resource manager and supervisor should ensure the employee is not: overwhelmed with too much information to absorb in a short time; given only menial tasks that discourage job interest and company loyalty; overloaded with forms to fill out and manuals to read;
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14 Orientation Pitfalls -- (The human resource manager and supervisor should ensure the employee is not: pushed into the job with a sketch orientation under the mistaken philosophy that “trial by fire” is the best orientation; forced to fill in the gaps between a broad orientation by the human resource department and a narrow orientation at the department level.
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15 Needs Assessment: Diagnoses present problems and environmental challenges that can be met through training, or the future challenges to be met through long-term development.
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16 Training Objectives should state: the desired behaviour the conditions under which this behaviour is to occur the acceptable performance criteria
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17 Training Objectives: Serve as the standard against which individual performance and the training program can be measured Allow both the trainee and the trainer to evaluate their success against specific goals
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18 Learning Principles: Guidelines to the ways in which people learn most effectively.
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19 Learning Principles: Participation – learn more quickly and retain learning longer Repetition – etches a pattern into our memory Relevance – learning in helped when material to be learned is meaningful to the trainee
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20 Learning Principles: Transference – the closer the demands of the training program match the demands of the job, the faster a person can master the job Feedback – motivated learners can adjust their behaviour to achieve the quickest possible learning curve
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21 Steps in the Evaluation of Training Evaluation Criteria Pre-test Trained or Developed Workers Post-testTransfer to the Job Follow-up Studies
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