Hrm orientation and training by dessler garry
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This power point presentation covers topics related to human resource management orientation and training. It discusses what orientation and training are, their purposes, who is responsible for conducting them, and different methods for presenting orientation and assessing training needs. Some key points covered include defining orientation as introducing new employees to company policies and culture, the purposes of orientation being to help employees adjust and understand expectations, and different levels of orientation including organizational and departmental. Training methods discussed include on-the-job training, apprenticeships, lectures, and computer-based learning. The presentation also addresses evaluating the effectiveness of training programs.
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Hrm orientation and training by dessler garry
- 1. HUMAN RESOURCE MANAGEMENT Orientation And Training Power Point Presentation by Stephen Jane Esteva Notre Dame University of Cotabato city
- 2. Orientation And Training Orientation Topics: 1. What is orientation? 2.Purposes of orientation 3. Responsible for orientation 4.Levels of orientation 5. How orientation program are presented
- 3. Orientation And Training What is Orientation? Employee orientation -A procedure for providing new employees with basic background information about the firm, with view of making the employee well-adapted to the work environment. Orientation content -Information on employee benefits -Personnel policies -The daily routine -Company organization and operations -Safety measures and regulations
- 4. Purpose of OrientationPurpose of Orientation Orientation And Training Feel welcome and at ease Begin the socializat ion process Understa nd the organizat ion Know what is expected in work and behavior Orientation Helps New Employees It creates an initial favorable impression It enhances interpersonal acceptance It helps the new recruit adjust himself to the job Purposes
- 5. Responsible for Orientation Chief Executive Officer (CEO) of the organization. Head of Human Resource department. Supervisor of the new employee. Orientation And Training
- 6. Levels of Orientation Organizational orientation An overview of the company A review of the key policies and procedures Compensation Fringe benefits Safety and accident prevention Employee and union relation Physical facilities Economic factors Departmental and job orientation The function of the department Job duties and responsibilities Policies, procedures, rules and regulations Tour of the department Introduction to the department employees Orientation And Training
- 7. Orientation And Training Introduction to Co-workers Tour of department Tour of company Complete Form 2 Closet Restroom Lunch Overtime Pay Policy Parking Dress Job posting Medical Fire Signature of Supervisor Date Orientation Conducted by At the end of the Employee's First Two Weeks Supervisor answer questions of employee on any of the above items and returns this form to the HR department with his signature. During Employee's First Two Weeks Emergencies Power failure Deposit system Other items Employee's Second Day Pension retirement plan Sick leave Termination Complaints and concers Confidentiality Personal leave Telephone for personal use and rules concerning it Starting and leaving Early departures Bundy clock Working hours Pay Period organizational chart History of the company Name of Employee Starting date Department Position SUPERVISOR Location of Employee's first Day Life insurance Disability insurance Group health insurance Insurance Benefits Employess classification Purpose of the oraganization Health services Maternity/Paternity leave Vacation Holidays Other Benefits Worker's compensation Job posting Other items Make appoinment for second day Introduce employee to supervisor End of the Orientaion for first day Complete Form 1 and give to new employee Attach Form 2 to Orientation "Checklist- supervisor" and give to supervisor Employee's First Day Organizational and HR Policies and Procedures Employee's records-updating Where to get supplies No drinking Safety Bulletin Board-location and use HUMAN RESOURCE DEPARTMENT Prior to Orientation Name of Employee Starting date Department ORIENTATION CHECKLIST
- 8. The Orientation Process Orientation And Training 8–8 Company organization and operations Safety measures and regulations Facilities tour Employee Orientation Employee benefit information Personnel policies Daily routine
- 9. Orientation And Training How orientation programs are presented These are achieved through the use of various means, such as: Classes Meetings Tour of the company offices and plants Films Employee handbook Information leaflets Slides Charts
- 10. Orientation And Training 8–10 Training Topics: 1.What is Training 2.Responsible for Training 3.Importance of Training 4.Assessing Training Needs 5.Methods of Identifying Training 6.Theories of Learning 7.Components of Operant Conditioning 8.Training Methods 9.Evaluating Training Programs
- 11. Orientation And Training What is Training? The process of teaching new employees the basic skills they need to perform their jobs, and to improve employee’s ability to perform his job so the goals of the organization can be achieved. Acquisition of skills, concepts, rules, or attitudes That will lead to
- 12. Orientation And Training Responsible for Training Supervisor Personnel manager or training director Assistance they provide: 1.Determining what training activities are needed 2.Evaluating the training programs 3.Information management on the status of each programs 4.Selling the training programs to all supervisors and managers 5.Integrating the training programs to all supervisors and managers 6.Integrating the training programs with other personnel actions, such as promotions and transfers
- 13. Importance of training not training your employees also comes at a cost. Here are six reasons untrained employees can end up costing you more than trained ones. 1. Untrained Employees = Unhappy 2. Untrained Workers Have a Low Production Value 3. Untrained Workers Are Inefficient 4. Lost Time/Money Due to Mistakes 5. An Increase in Miscellaneous Expenses. 6. Lost Customers Orientation And Training
- 14. Performance Analysis: Assessing Current Employees’ Training Needs Orientation And Training Performance Appraisals Job-Related Performance Data Observations Interviews Assessment Center Results Individual Diaries Attitude Surveys Tests Methods for Identifying Training Needs Specialized Software Can’t-do or Won’t-do?
- 15. Orientation And Training Methods of identifying training needs Performance reviews or appraisal Development centers Human resource audit Interviews Questionnaires Observation Review of organizational or business plans Desk research Group discussion Job analysis and evaluation
- 16. Process of determining training needs Orientation And Training 8–16
- 17. Orientation And Training Theories of learning Operant Conditioning - A type of conditioning in which desired voluntary behavior leads to a reward or prevents a punishment.
- 18. Orientation And Training Components of Operant Conditioning Social Learning
- 19. Orientation And Training Training Methods On-the-job training Apprenticeship Off-the-job Training Films and Videos Demonstrations Case studies Simulation Role-playing Programmed learning
- 20. Training Methods (internet source) • On-the-Job Training • Apprenticeship Training • Informal Learning • Job Instruction Training • Lectures • Programmed Learning • Audiovisual-Based Training • Vestibule Training • Teletraining and Videoconferencing • Electronic Performance Support Systems (EPSS) • Computer-Based Training (CBT) • Simulated Learning • Internet-Based Training • Learning Portals Orientation And Training 8–20
- 21. The OJT Training Method • On-the-Job Training (OJT) – Having a person learn a job by actually doing the job. • Types of On-the-Job Training – Coaching or understudy – Job rotation – Special assignments • Advantages – Inexpensive – Learn by doing – Immediate feedback Orientation And Training 8–21
- 22. On-the-Job Training Orientation And Training 1 Follow up Present the operation Steps to Help Ensure OJT Success Prepare the learner Do a tryout 2 3 4
- 23. Orientation And Training Some Popular Apprenticeships The U.S. Department of Labor’s Registered Apprenticeship program offers access to 1,000 career areas, including the following top occupations: • Able seaman • Carpenter • Chef • Child care development specialist • Construction craft laborer • Dental assistant • Electrician • Elevator constructor • Fire medic • Law enforcement agent • Over-the-road truck driver • Pipefitter
- 24. Orientation And Training 8–24 Evaluating Training Program Cognitive outcomes Skill-based outcomes Affective outcomes Result outcomes
- 25. Orientation And Training A Sample Training Evaluation Form
- 26. Evaluating the Training Effort • Designing the Evaluation Study – Time series design – Controlled experimentation • Choosing Which Training Effects to Measure – Reaction of trainees to the program – Learning that actually took place – Behavior that changed on the job – Results achieved as a result of the training Orientation And Training
- 27. Orientation And Training K E Y T E R M S employee orientation training on-the-job training (OJT) apprenticeship training electronic performance support systems (EPSS) lifelong learning management development job rotation action learning case study method management game role playing behavior modeling in-house development center executive coach organizational development
- 28. Orientation And Training End Thank you
Editor's Notes
- An orientation typically includes information on employee benefits, personnel policies, the daily routine, company organization and operations, safety measures and regulations, and a facilities tour.
- Employee orientation (often called “onboarding” today) provides new employees with the information they need to function; ideally, though, it should also help new employees start getting emotionally attached to the firm.
- A supervisor could use an orientation checklist such as Figure 8-1 to explain to a new employee the organization and workings of the department.
- Orientation programs are aimed at providing relevant information to the new employees.
- Performance analysis is the process of verifying that there is a performance deficiency and determining whether the employer should correct such deficiencies through training or other means (motivation). The heart of performance analysis is determining why performance is down. It is futile to train an employee whose work actually is deficient because of insufficient motivation. Distinguishing between can’t-do and won’t-do problems is therefore crucial.
- With the program designed and budgeted and objectives set, you can turn to implementing the training program. This means actually doing the training, choosing and using one or more of the simpler, low-tech methods and, then perhaps, proceeding on to computer-based ones.
- On-the-job training (OJT) means having a person learn a job by actually doing it. Every employee, from mailroom clerk to CEO, gets on-the-job training when he or she joins a firm. In many firms, OJT is the only training available.
- Don’t take the success of an on-the-job training effort for granted. Train the trainers themselves (often the employees’ supervisors), and provide the training materials. Trainers should know, for instance, the principles of motivating learners. Because low expectations on the trainer’s part may translate into poor trainee performance, supervisors/trainers should emphasize the high expectations they have for their trainees’ success.
- Figure 8-3 lists popular recent apprenticeships. Apprenticeship training is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training. It traditionally involves having the learner/apprentice study under the tutelage of a master craftsperson.
- There are two basic issues to address when evaluating training programs. The first is the design of the evaluation study and, in particular, whether to use controlled experimentation. The second issue is of “What should we measure?” and involves choosing which training outcomes to assess.