Chapter 08 dessler 12-ce_ppt_ch08

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Chapter 08 dessler 12-ce_ppt_ch08

  1. 1. Chapter 8: Orientation and Training Orientation and Training | 8-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  2. 2. Learning Outcomes • EXPLAIN how to develop an orientation program. • DISCUSS two techniques used for assessing training needs. • EVALUATE at least five traditional training techniques. Orientation and Training | 8-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DESCRIBE the five step training process.
  3. 3. Learning Outcomes • DESCRIBE how to evaluate the training effort. • EXPLAIN several common types of training for special purposes. Orientation and Training | 8-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DESCRIBE three types of e-learning.
  4. 4. Orientation vs. Training Orientation Training • short-term efforts to impart information and instructions related to the job Orientation and Training | 8-4 Copyright © 2014 Pearson Canada Inc. All rights reserved. • long term socialization process between employee and employer
  5. 5. A procedure for providing new employees with basic background information about • the firm • the job Orientation and Training | 8-5 Copyright © 2014 Pearson Canada Inc. All rights reserved. Employee Orientation (Onboarding)
  6. 6. • part of ongoing socialization process • helps reduce first day jitters and reality shock • foundation for ongoing performance management • improved productivity • improved retention levels and reduced recruitment costs Orientation and Training | 8-6 Copyright © 2014 Pearson Canada Inc. All rights reserved. Purpose of Orientation
  7. 7. • internal publications (handbooks, newsletters, company history) • facility tour and staff introductions • job-related documents and explanation of duties, responsibilities • expected training to be received • performance appraisal criteria Orientation and Training | 8-7 Copyright © 2014 Pearson Canada Inc. All rights reserved. Content of Orientation Programs
  8. 8. HR specialist • explains corporate information • follows up over time Supervisor • explains nature of the job • introduction of colleagues, etc. Buddy or mentor • assists with day-to-day items Orientation and Training | 8-8 Copyright © 2014 Pearson Canada Inc. All rights reserved. Responsibility for Orientation
  9. 9. • • • • diverse workforce mergers and acquisitions union versus non-union employees multi-location organizations Orientation and Training | 8-9 Copyright © 2014 Pearson Canada Inc. All rights reserved. Special Orientation Situations
  10. 10. • too much information in a short time can overwhelm employee • too many forms to fill out • little or no orientation provided • HR information can be too broad; supervisor’s information can be too detailed Orientation and Training | 8-10 Copyright © 2014 Pearson Canada Inc. All rights reserved. Problems with Orientation Programs
  11. 11. Evaluation of Orientation Programs Employee reaction • evaluate usefulness, job performance • assess progress towards understanding norms • Cost/benefit analysis • compare costs of program (e.g. materials, time) to benefits (e.g. fewer errors, rate of productivity) Orientation and Training | 8-11 Copyright © 2014 Pearson Canada Inc. All rights reserved. • Socialization effects
  12. 12. Executive Integration Executive integration process • identify position specifications • assess candidate’s previous success with integration • announce hiring with enthusiasm • stress importance of listening and demonstrating competency • assist new executives with cultural norms and change Orientation and Training | 8-12 Copyright © 2014 Pearson Canada Inc. All rights reserved. • provide realistic information to candidates
  13. 13. Training and Development • the process of teaching employees the basic skills/competencies that they need to perform their jobs • part of organization’s strategic plan • considered investment in human capital Development • long-term preparation for future jobs Orientation and Training | 8-13 Copyright © 2014 Pearson Canada Inc. All rights reserved. Training
  14. 14. Learning styles • auditory, visual kinesthetic Personalize learning • Meaningful material • maximize similarity of training to the job • motivate trainees Legal aspects • avoid discrimination • avoid negligent training Orientation and Training | 8-14 Copyright © 2014 Pearson Canada Inc. All rights reserved. Training Considerations
  15. 15. The Training Process Step 5: Evaluation of Training Step 3: Validation Step 2: Instructional Design Step 1: Training Needs Assessment Orientation and Training | 8-15 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Step 4: Implementation
  16. 16. continued Orientation and Training | 8-16 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved The Training Process
  17. 17. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved The Training Process Orientation and Training | 8-17
  18. 18. Step 1: Training Needs Analysis Task Analysis (new employees) Performance Analysis (current employees) • verify any performance deficiencies and determine whether they are best resolved through training or other means Orientation and Training | 8-18 Copyright © 2014 Pearson Canada Inc. All rights reserved. • break down job into tasks and skills • determine where each each task and skill is best learned
  19. 19. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Task Analysis continued Orientation and Training | 8-19
  20. 20. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Task Analysis Orientation and Training | 8-20
  21. 21. Needs Analysis Output • specify what the trainee should be able to accomplish after completing the training • provide focus for trainee and trainer • provide a benchmark for evaluation of the training program Orientation and Training | 8-21 Copyright © 2014 Pearson Canada Inc. All rights reserved. Training Objectives
  22. 22. • prepare curriculum • ensure that training materials support learning objectives • ensure the quality and effectiveness of program elements Orientation and Training | 8-22 Copyright © 2014 Pearson Canada Inc. All rights reserved. Step 2: Instructional Design
  23. 23. • on-the-job training • apprenticeship training • informal learning • job instruction training Orientation and Training | 8-23 • classroom training • audiovisual techniques • programmed learning • vestibule or simulated training Copyright © 2014 Pearson Canada Inc. All rights reserved. Traditional Training Techniques
  24. 24. • learning administered via computer, webbased technology • flexible, personalized and cost effective • types: • computer based training (CBT) • online training • electronic performance support systems (EPSS) Orientation and Training | 8-24 Copyright © 2014 Pearson Canada Inc. All rights reserved. E-Learning
  25. 25. • an often-overlooked step • ensures that objectives are accomplished • pilot study or run-through using representative audience • collect feedback and assess participants • make revisions based on results Orientation and Training | 8-25 Copyright © 2014 Pearson Canada Inc. All rights reserved. Step 3: Validation
  26. 26. • roll out or schedule delivery by professional trainers • train-the-trainer workshops may be required • ensure trainers are familiar with content and presentation methods Orientation and Training | 8-26 Copyright © 2014 Pearson Canada Inc. All rights reserved. Step 4: Implementation
  27. 27. Reaction • were trainees satisfied? Learning • did trainees learn what was intended? Behaviour • was training transferred to the job? Results • did training deliver intended results in the organization? Orientation and Training | 8-27 Copyright © 2014 Pearson Canada Inc. All rights reserved. Step 5: Evaluation of Training
  28. 28. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Training Evaluation Orientation and Training | 8-28 continued
  29. 29. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Training Evaluation Orientation and Training | 8-29
  30. 30. Training for Special Purposes • functional literacy declining Global business and diversity • global literacies: personal, social, busine ss, cultural Customer service • customer service certification program Teamwork • e.g. Outward Bound First-time supervisors • increasing turnover Orientation and Training | 8-30 Copyright © 2014 Pearson Canada Inc. All rights reserved. Literacy and essential skills

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