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By
James A. Swezey
 Overview of the Problem
 Discussing the Literature
 Current/Existing Program
 Evaluation Method
 Results & Discussion
 What is the Problem?
 Unstructured & Inconsistent training and
orientation.
 Purpose of the ARP
 Present a solution to improve training, orientation,
and staff retention in the SASS department.
 Benefits for the Stakeholders
 Increased productivity and employee satisfaction.
Training and Orientation Practices
 Self-Efficacy
 How this affects a new employee
 Types of Training
 Online, Traditional Classroom, & Blended.
 Factors of Success
 What does it take for new employee to be
confidently and competently succeed.
 Effectiveness of Processes
 Defining competency standards.
 Negative and Positive effects of Training
 Individual differences and how they affect new
employees during training.
 Work Preparedness
 Determining when a new employee is ready to begin
field work.
 Solutions and Interventions
 SASS Department trains new employees
 Training and orientation last 1 month
 Selected Solution
 Standardized Training and Orientation
 A combined approach to training
 Participants
 The SASS Department
 Data Collection
 Qualitative data
 Instruments and Measures
 Training Pre-test & Post-test
 Training and Orientation Satisfaction Survey
 Risks to Employees
 Minimal risk
 Confidentiality for Employees
 Minimal risk
 Department Size is main
factor involved.
Improved Training & Orientation
 Improved Self-efficacy
 Standardized training should lead to higher levels.
 Improved Productivity
 Better trained employees should be more competent and
thus should be more productive.
 Improved Field Work Preparedness
 New employees should be ready to complete daily work
tasks within the training and orientation time frame.
 Bos, E. H., Merea, R., van den Brink, E., Sanderman, R., & Bartels‐Velthuis, A. A.
(2014). Mindfulness training in a heterogeneous psychiatric sample: Outcome
evaluation and comparison of different diagnostic groups. Journal of Clinical
Psychology, 70(1), 60-71.
 Brusso, R. C., Orvis, K. A., Bauer, K. N., & Tekleab, A. G. (2012). Interaction among
self-efficacy, goal orientation, and unrealistic goal-setting on videogame-based
training performance. Military Psychology, 24(1), 1-18.
 McDaniel, M. A., Fadler, C. L., & Pashler, H. (2013). Effects of spaced versus
massed training in function learning. Journal Of Experimental Psychology: Learning,
Memory, And Cognition, 39(5), 1417-1432.
 Schreiber, B. T. (2013). Transforming training: A perspective on the need for and
payoffs from common standards. Military Psychology, 25(3), 294-307.
 Villado, A. J., & Arthur, W. r. (2013). The comparative effect of subjective and
objective after-action reviews on team performance on a complex task. Journal of
Applied Psychology, 98(3), 514-528
 Watson, A. M., Foster Thompson, L., Rudolph, J. V., Whelan, T. J., Behrend, T. S., &
Gissel, A. L. (2013). When big brother is watching: Goal orientation shapes
reactions to electronic monitoring during online training. Journal Of Applied
Psychology, 98(4), 642-657.
 Wu, J. (2013). The study of competency-based training and strategies in the public
sector: Experience from Taiwan. Public Personnel Management, 42(2), 259-271.
 Dierdorff, E. C., Surface, E. A., & Brown, K. G. (2010). Frame-of-
reference training effectiveness: Effects of goal orientation and
self-efficacy on affective, cognitive, skill-based, and transfer
outcomes. Journal Of Applied Psychology, 95(6), 1181-1191.
 Kim, Y., & Ployhart, R. E. (2013). The Effects of Staffing and
Training on Firm Productivity and Profit Growth Before, During,
and After the Great Recession. Journal of Applied Psychology
 Kooij, D. M., Guest, D. E., Clinton, M., Knight, T., Jansen, P. W., &
Dikkers, J. E. (2013). How the impact of HR practices on employee
well‐being and performance changes with age. Human Resource
Management Journal, 23(1), 18-35
 McCarthy, J. M., Van Iddekinge, C. H., Lievens, F., Kung, M.,
Sinar, E. F., & Campion, M. A. (2013). Do candidate reactions
relate to job performance or affect criterion-related validity? A
multistudy investigation of relations among reactions, selection
test scores, and job performance. Journal Of Applied Psychology,
98(5), 701-719
 Simosi, M. (2012). The moderating role of self-efficacy
in the organizational culture–training transfer
relationship. International Journal Of Training And
Development, 16(2), 92-106.
 Stanhope, D. S., Pond, S., & Surface, E. A. (2013). Core
self-evaluations and training effectiveness: Prediction
through motivational intervening mechanisms. Journal
Of Applied Psychology, 98(5), 820-831.
 Van Buuren, A., & Edelenbos, J. (2013). Organizational
competence development in two public agencies in the
Netherlands: The effectiveness of in-company training
versus learning by doing. Public Personnel Management,
42(3), 385-402.

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JSwezey_ARPPresentiation_5715

  • 2.  Overview of the Problem  Discussing the Literature  Current/Existing Program  Evaluation Method  Results & Discussion
  • 3.  What is the Problem?  Unstructured & Inconsistent training and orientation.  Purpose of the ARP  Present a solution to improve training, orientation, and staff retention in the SASS department.  Benefits for the Stakeholders  Increased productivity and employee satisfaction.
  • 4. Training and Orientation Practices  Self-Efficacy  How this affects a new employee  Types of Training  Online, Traditional Classroom, & Blended.  Factors of Success  What does it take for new employee to be confidently and competently succeed.
  • 5.  Effectiveness of Processes  Defining competency standards.  Negative and Positive effects of Training  Individual differences and how they affect new employees during training.  Work Preparedness  Determining when a new employee is ready to begin field work.
  • 6.  Solutions and Interventions  SASS Department trains new employees  Training and orientation last 1 month  Selected Solution  Standardized Training and Orientation  A combined approach to training
  • 7.  Participants  The SASS Department  Data Collection  Qualitative data  Instruments and Measures  Training Pre-test & Post-test  Training and Orientation Satisfaction Survey
  • 8.  Risks to Employees  Minimal risk  Confidentiality for Employees  Minimal risk  Department Size is main factor involved.
  • 9. Improved Training & Orientation  Improved Self-efficacy  Standardized training should lead to higher levels.  Improved Productivity  Better trained employees should be more competent and thus should be more productive.  Improved Field Work Preparedness  New employees should be ready to complete daily work tasks within the training and orientation time frame.
  • 10.  Bos, E. H., Merea, R., van den Brink, E., Sanderman, R., & Bartels‐Velthuis, A. A. (2014). Mindfulness training in a heterogeneous psychiatric sample: Outcome evaluation and comparison of different diagnostic groups. Journal of Clinical Psychology, 70(1), 60-71.  Brusso, R. C., Orvis, K. A., Bauer, K. N., & Tekleab, A. G. (2012). Interaction among self-efficacy, goal orientation, and unrealistic goal-setting on videogame-based training performance. Military Psychology, 24(1), 1-18.  McDaniel, M. A., Fadler, C. L., & Pashler, H. (2013). Effects of spaced versus massed training in function learning. Journal Of Experimental Psychology: Learning, Memory, And Cognition, 39(5), 1417-1432.  Schreiber, B. T. (2013). Transforming training: A perspective on the need for and payoffs from common standards. Military Psychology, 25(3), 294-307.  Villado, A. J., & Arthur, W. r. (2013). The comparative effect of subjective and objective after-action reviews on team performance on a complex task. Journal of Applied Psychology, 98(3), 514-528  Watson, A. M., Foster Thompson, L., Rudolph, J. V., Whelan, T. J., Behrend, T. S., & Gissel, A. L. (2013). When big brother is watching: Goal orientation shapes reactions to electronic monitoring during online training. Journal Of Applied Psychology, 98(4), 642-657.  Wu, J. (2013). The study of competency-based training and strategies in the public sector: Experience from Taiwan. Public Personnel Management, 42(2), 259-271.
  • 11.  Dierdorff, E. C., Surface, E. A., & Brown, K. G. (2010). Frame-of- reference training effectiveness: Effects of goal orientation and self-efficacy on affective, cognitive, skill-based, and transfer outcomes. Journal Of Applied Psychology, 95(6), 1181-1191.  Kim, Y., & Ployhart, R. E. (2013). The Effects of Staffing and Training on Firm Productivity and Profit Growth Before, During, and After the Great Recession. Journal of Applied Psychology  Kooij, D. M., Guest, D. E., Clinton, M., Knight, T., Jansen, P. W., & Dikkers, J. E. (2013). How the impact of HR practices on employee well‐being and performance changes with age. Human Resource Management Journal, 23(1), 18-35  McCarthy, J. M., Van Iddekinge, C. H., Lievens, F., Kung, M., Sinar, E. F., & Campion, M. A. (2013). Do candidate reactions relate to job performance or affect criterion-related validity? A multistudy investigation of relations among reactions, selection test scores, and job performance. Journal Of Applied Psychology, 98(5), 701-719
  • 12.  Simosi, M. (2012). The moderating role of self-efficacy in the organizational culture–training transfer relationship. International Journal Of Training And Development, 16(2), 92-106.  Stanhope, D. S., Pond, S., & Surface, E. A. (2013). Core self-evaluations and training effectiveness: Prediction through motivational intervening mechanisms. Journal Of Applied Psychology, 98(5), 820-831.  Van Buuren, A., & Edelenbos, J. (2013). Organizational competence development in two public agencies in the Netherlands: The effectiveness of in-company training versus learning by doing. Public Personnel Management, 42(3), 385-402.