1. Providing Orientation and Training
Chapter 16
Providing Orientation and Training
Training is important to continuous improvement because of the change that is taking place around us. You need to be aware of that change, and you need to be continually growing to adapt to it.
—Peter Kortier, plant training leader, Libbey, Inc.
McGraw-Hill/Irwin
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.

2. Learning Objectives
Summarize reasons for conducting an orientation for new employees.
Discuss how a supervisor and the human resources department can work together to conduct an orientation.
Identify methods for conducting an orientation.
Describe the training cycle.
Explain how supervisors can decide when employees need training.
Define major types of training.
Describe how a supervisor can use coaching and mentoring to support training.
Discuss how a supervisor can evaluate the effectiveness of training.
See text page: 444

3. Training
Training
Increasing the skills that will enable employees to better meet the organization’s goals

4. New Employee Orientation
the process of giving new employees the information they need to do their work comfortably, effectively, and efficiently.
Supervisors must ensure that their employees begin their jobs with all the information they need.
See Learning Objective 1: Summarize reasons for conducting an orientation for new employees.
See text page: 447

5. Benefits of Orientation
Communicates basic job-related information to employees so they can become productive sooner
Reduces employee nervousness and uncertainty
Encourages employees to develop a positive attitude
Can strengthen positive work relationships
See Learning Objective 1: Summarize reasons for conducting an orientation for new employees.
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6. The Supervisor’s Role
In a small organization, supervisors often are responsible for conducting orientation.
Large organizations usually have a formal orientation program conducted by human resources.
Supervisors must still convey information about job specifics.
See Learning Objective 2: Discuss how a supervisor and the human resources department can work together to conduct an orientation.
See text page: 448

7. Orientation Topics Organization policies and procedures
Tax and insurance forms
Job particulars
How departmental activities lead to organizational goals
See Learning Objective 2: Discuss how a supervisor and the human resources department can work together to conduct an orientation.
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8. Orientation Topics (cont.)
Instructions on how to perform the job
How the employee’s job contributes to meeting department and organizational objectives
See Learning Objective 2: Discuss how a supervisor and the human resources department can work together to conduct an orientation.
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9. Orientation Methods Employee handbook Tour of the facilities
Involvement of co-workers
Follow-up
An employee handbook
describes an organization’s conditions of employment (e.g., attendance, behavior
on the job, performance of duties), policies regarding employees (e.g., time off,
hours of work, benefits), administrative procedures (e.g., filling out time sheets
and travel expense reports), and related matters

10. The Training Cycle
See Learning Objective 4: Describe the training cycle.
See text page: 452

11. The Training Cycle Assessment of training needs Planning steps:
Set objectives that are written, measurable, clear, specific, and challenging but achievable
Decide who will participate
Choose training methods
Implementation
Evaluation
See Learning Objective 4: Describe the training cycle.
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12. Use of Various Training Methods

13. Assessment of Training Needs
To identify training needs
Observe problems in the department that suggest a need for training.
Evaluate areas of change, considering what new knowledge and skills employees will need.
Ask employees.
Consider needs during departmental planning.
See Learning Objective 5: Explain how supervisors can decide when employees need training.
See text page: 455

14. Assessment of Training Needs (cont.)
Mandatory training
Government regulations
Union work rules
Company policy
Learning environment
Foster a climate that values learning
Set a good example
Share information
See Learning Objective 5: Explain how supervisors can decide when employees need training.
See text page: 456

15. Types of Training

16. Types of Training On-the-job training Apprenticeship Cross-training
Vestibule training
Classroom training
Computer-based instruction
Role playing
Basic-skills training
See Learning Objective 6: Define major types of training.
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17. Types of Training On-the-job training Apprenticeship
Teaching a job while trainer and trainee perform the job at the work site
Apprenticeship
Training that involves working alongside an experienced person, who shows the apprentice how to do the various tasks involved

18. Types of Training Vestibule training Interactive multimedia
Training that takes place on equipment set up in a special area off the job site
Interactive multimedia
Computer software that brings together sound, video, graphics, animation, and text and adjusts content on the basis of user responses

19. 10 Major Advantages of E-Learning
See Learning Objective 6: Define major types of training.
See text page: 460

20. Types of Training Role-playing
A training method in which roles are assigned to participants, who then act out the way they would handle a specific situation

21. Coaching to Support Training
Guidance and instruction in how to do a job so that it satisfies performance goals.
As a coach, supervisors engage in:
Regular observation
Teaching
Encouragement
See Learning Objective 7: Describe how a supervisor can use coaching and mentoring to support training.
See text page: 462

22. Mentoring
Mentoring
Providing guidance, advice, and encouragement through an ongoing one-on-one work relationship.
For employees who have great potential, need extra attention and have specifically been assigned to the supervisor

23. Mentoring Activities Act as a sounding board
Share knowledge and experience
Guide employees to discover the results of their own behavior
Share organizational opportunities
See Learning Objective 7: Describe how a supervisor can use coaching and mentoring to support training.
See text page: 463

24. Evaluation of Training
Was the trainer well prepared?
Did the trainer communication the information clearly and in an interesting way?
Did the training include visual demonstrations in addition to verbal descriptions of how to do the task?
See Learning Objective 8: Discuss how a supervisor can evaluate the effectiveness of training.
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25. Evaluation of Training (cont.)
Were the employees well enough prepared for the training program?
Did the employees understand how they would benefit from the training?
Did employees have a chance to ask questions?
Did the employees receive plenty of praise for their progress?
See Learning Objective 8: Discuss how a supervisor can evaluate the effectiveness of training.
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