This document provides a summary of a presentation on training and motivating newly recruited employees. The presentation covers several key points: 1. It discusses the importance of training new employees on company, product, and job knowledge to help them perform effectively. Various training tools like role plays are suggested. 2. Motivating new employees involves understanding their career stages and needs. Managers acting as role models, providing direction, and linking rewards to performance can boost motivation. 3. Creating a supportive environment where employees feel empowered and have opportunities to learn and grow is important for motivation. Developing self-efficacy and treating people with respect also enhances motivation.

1. A Presentation on
Training & Motivating
Newly Recruited Employees
By
Syed Imtiaz Hussain

2. Module Introduction
&
Introduction of participants
Activity 01

3. Module Objectives
• UNDERSTANDING your employees . . . . Their
training needs and their motivation sources
• How to train newly recruited staff . . . . . . A
decision between Effectiveness & Efficiency?
• From where does the Motivation for a New
comer comes?
• Can Training be used as a motivation factor?

4. Training Newly Inducted
Employees
Part One

5. Why to Train???
Employee’s paradigm:
1. They lack company knowledge in a deeper
sense
2. They lack the product knowledge
3. They lack the skills needed to carry on the
job effectively and efficiently…

6. Why to Train???
Management’s paradigm:
1. Environment is Changing
2. Speedy Expansion of organisation
3. Intensified competition
4. Technological Changes
5. Search for improved Productivity

7. Why to Train??
1. Does providing them training mean they are
insufficient to perform well in the organisation?
No Yes
1. Training is about making them Company-Specific &
Job-Specific?
No Yes

8. Initial Training is all about. . .
• Orientation of the Company
• Telling them about:
• “Who we are” . . . . . . (Company Knowledge)
• & “What we do”. . . . . . (Product Knowledge)
• And Telling them “How YOU are going to do what we
do”. . . . . . (Job Knowledge)

9. Initial Training is all about. . .
• Orientation of the Company
• Telling them about:
• “Who we are” . . . . . . (Company Knowledge)
• & “What we do”. . . . . . (Product Knowledge)
• And Telling them “How YOU are going to do what we
do”. . . . . . (Job Knowledge)

10. Who “WE” are?
• paint manufacturing for almost two centuries
A RELIABLE PAST, A CONFIDENT FUTURE

11. Initial Training is all about. . .
• Orientation of the Company
• Telling them about:
• “Who we are” . . . . . . (Company Knowledge)
• & “What we do”. . . . . . (Product Knowledge)
• And Telling them “How YOU are going to do what we
do”. . . . . . (Job Knowledge)

12. What “WE” do?
• About the Product

13. Initial Training is all about. . .
• Orientation of the Company
• Telling them about:
• “Who we are?” . . . . . . (Company Knowledge)
• & “What we do?”. . . . . . (Product Knowledge)
• And Telling them “How ‘YOU’ are going to do what
we do?”. . . . . . (Job Knowledge)

14. How “YOU” are going to do
what we do?
• An employee may be perfect but his/her skills may not be
perfect!
• For carrying on the job in most effective way employee skills
need to be developed
• What skills do we train? & How do we know which area needs
to be developed most?
 TNA; Training Need Assessment is an effective tool to measure the
level of training needs of the newly recruited staff.
 TNA can be easily carried out during the interviews, test or Forms
designed to test the competency level of a candidate.

15. Skill Categories
• Basic Literacy . . . . . . . . . . Tested in recruiting the staff
• Technical . . . . . . . . . . . . . Since they are newly inducted, it
goes without saying that ALL OF THEM need to be trained
technically about the Product, Prodedures
• Problem solving . . . . . . . .For non routine jobs, problem
solving becomes more important. And its an integral part of self-
managed teams and TQM
• Interpersonal . . . . . . . . . . This area is an Opportunity or
will be a Threat if not measured and bridged through training
them

16. Technical Skills Training
• Training of the product itself
• Training of using/application of the product
• Training of implications the product proposes
• Training of potential problems related to the product
• Communicating the solution to customer (Interpersonal skill)

17. Technical Skill Training in
Berger
• The principle cause for technical training is: “Know
Your Product First ! ” it is of prime importance to
Sales staff.
• Hands-on technical laboratory experience
• Practical application of the paints
• Learning the best ways of applying paints
• Learning the “Tips & Techniques” that yield
impressive results..

18. Problem-Solving Skills Training
• Knowledge about Problem causing factors . . . . Assess
Causation
• Knowledge about possible options . . . . Develop Alternatives
• Analytical skill to evaluate the options . . . . Analyze
Alternatives
• Knowledge of selection parameters . . . . Select Solutions

19. Interpersonal Skills Training
• Learning how to be a better listener
• How to communicate ideas more effectively?
• How to be an effective team player?
• Diversity training . . .managing and valuing diversity
 Awareness training . . . Understanding the need of
managing diversity
 Skill-building training . . . . Understanding the cultural
differences

20. Let us take an example. . .
• Learning how to be a better listener
• How to communicate ideas more effectively
• How to be an effective team player
• Diversity training . . .managing and valuing diversity
 Awareness training . . . Understanding the need of
managing diversity
 Skill-building training . . . . Understanding the cultural
differences

21. How to be a better Listener?
“Seek First to understand and then to be
understood”
Seven Habits of Highly Effective People, Stephen Covey
• Are Hearing & Listening same?
• Take a sales scenario:
 A newly recruited Sales Representative needs to be trained on
how to listen customer effectively
• Listening effectively or patiently . . . What is better?
 Effective Listening give the customer an impression that you
are Interested in what he/she is complaining about
 & you are deeply concerned about it
 & you are eager to solve that problem the customer is facing

22. Effective Listening - 8 Behaviors
• Make eye contact
• Exhibit affirmative head nods and appropriate facial
expressions
• Avoid distracting actions or gestures
• Ask questions
• Paraphrase
• Avoid interrupting the speaker
• Don’t over talk
• Make smooth transitions between the roles of
speaker and listener

23. Generally used Training Tools
• Videotapes
• Lectures
• One-on-one instruction
• Role plays
• Games
• Computer based learning
• Audiotapes
• Self-assessment/ self-testing instruments
• Case studies

24. What is the best & easiest tool
for Effective Listening we just
discussed?
Role Plays

25. Training Methods
• What works best:
ON-THE-JOB TRAINING
Or
OF-THE-JOB TRAINING
Or
A blend of both

26. TRAIN YOURSELF!!
“Sharpen the Saw”
Seven Habits of Highly Effective People, Stephen Covey

27. Motivating Newly Inducted
Employees
Part Two

28. Willingness to exert HIGH levels of effort
toward organisational goals, conditioned by
the effort’s ability to satisfy some individual
need

29. "The heart of motivation is to give people
what they really want most from work. The
more you are able to provide what they
want, the more you should expect what you
really want, namely: productivity, quality,
and service."
Twyla Dell writes of motivation, (An
Honest Day's Work (1988))

30. What Motivation will do for
organisation?
• A positive motivation philosophy and practice
should improve productivity, quality, and service.
Motivation helps people:
 Achieve goals
 Gain a positive perspective
 Create the power to change
 Build self-esteem and capability
 Manage their own development and help others with theirs

31. Point to Pause!
If no customer = no profit
no profit = no business
this means:
no customer = no business
Therefore customers ARE the business!
So the Ones in direct contact with customers are as
important as the customer themselves

32. Point to Pause!
External Customers
People who directly serve External
customers
People who serve the Internal
customers

33. Vicious slide downwards - VSD
• Poor service leads to…
• Upset customers… leads to…
• Negative word of mouth… leads to…
• A lousy reputation… leads to…
• Fewer customers… leads to…
• Lower profits…leads to…
• Reduced income for employees… leads to…
• Frustrated managers… leads to…
• Unhappy staff… leads to…
• Poor service…leads to…

34. Victorious ride upwards - VRU
• Great service leads to…
• Enthusiastic staff… leads to…
• Motivated managers… leads to…
• Higher profits… leads to…
• Higher income for employees… leads to…
• More customers…leads to…
• An excellent reputation… leads to…
• Positive word of mouth… leads to…
• Delighted customers… leads to…
• Great service…leads to…

35. Career Stages

36. Career Stages -
What motivates when?
• Establishment:
 Learning and knowledge is important
 Experience in a reputable organization
• Mid career
 Job growth and recognition on job as well as outside
 Supporting family/ living standard, peace of mind
• Late career
 Higher position in hierarchy (space for growth) ,
 Chance to use experience and transfer of knowledge learnt
 Exercise power
• Decline
 Preparing for retirement
 High delegation
 Benefits like pension, gratuity, plot, hajj schemes etc

37. Motivating Employees
The organisation’s responsibility

39. A perfect Life-Job match
creates motivation

40. 1- Personal vision
• Cultivating Pro-activity
 A move from Reactivity towards Pro-activity
 From Outside-in to Inside-out
• Begin with the end in mind
"Always design a thing by considering it in its next larger
context -- a chair in a room, a room in a house, a house
in an environment, an environment in a city plan.“ Eliel
Saarinen, "Time", July 2, 1956

41. 2 – How you see your “self”?
• Self-efficacy:
 Confidence in the ability to cope with life's challenges. Self-
efficacy leads to a sense of control over one's life
• Self-respect:
 Experience oneself as deserving of happiness, achievement
and love. Self-respect makes possible a sense of
community with others

42. 3 – Paradigm of Interdependence
“Interdependence is a higher value than
independence”
Seven Habits of Highly Effective People, Stephen Covey
• Creating harmony in work environment
• Think Win/Win – Interpersonal leadership
• Working Together, Winning Together
 Win/Win/Win
• Creative cooperation - Synergy

43. Link reward to success

44. 4 – Building Passion to perform
• Link reward to Performance
• Skill-based compensation plans
• Flexi worksheets
• Effective Delegation - Involvement in decision
making
• Variable pay plans
• Creating opportunities for them to “Learn & Grow”

45. 5 – Management as Role Models
• Act as if you have high self-esteem
 Your behaviors, beliefs, attitudes, and example are a powerful role
model for staff members. How you look, talk, present yourself, and
act send the most powerful message possible to all staff members
• Practice personal integrity and fairness
 Model it and expect it from others. People who feel they can tell
the truth, without fear of reprisal, grow as they experiment and
experience success and failure
• Provide frequent feedback
 Frequent feedback that reinforces what people do well and
corrects the approaches that need improvement
• Learn what staff members feel good and positive about doing
 Maximize their opportunity to contribute in these activities
• Provide assignments that stimulate growth
 Ask people to stretch beyond what you have observed them doing
in the past. Challenge staff members. Negotiate goals which are
realistic, yet a stretch

46. . . . .Contd• Provide positive reinforcement
 Provide positive reinforcement rewards, and recognition to
reinforce the standards and practices you believe your staff
members are capable of achieving
• Create an environment in which people practice self-
responsibility
 Show that you trust them to report production numbers, deal with
employees who are not contributing to the team effort, and
succeed and/or fail at implementing new ideas
• Demonstrate that it is okay to disagree with the supervisor
 Allow the implementation of new ideas, even if they are different
than yours. Praise when the approach works and ask the employee
to implement more good ideas
• Provide clear expectations about performance standards
 Provide clear expectations about performance standards to all
employees and express your sincere belief that they can meet or
exceed these standards.
• Publicly chart progress
 Publicly chart progress of the participants to create an ongoing
sense of competition

47. 6- Give them direction to move
• If they see their path clearly they will be more
motivated to move
“Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to”, said the
cat.
“I don’t much care where…”, said Alice.
“Then it doesn’t matter which way you go”, said the cat.
Alice in Wonderland, Lewis Carroll

48. An Employee will feel motivated
if provided. . .
• Tools to do the Job
• Office Atmosphere
• Peer Support
• Corporate Culture
• Compensation
• Benefits
• Recognition
• Identification
• Empowerment
• Leadership
• Having Fun

49. Motivation Vs Satisfaction
• The opposite of satisfaction is “no satisfaction” &
not motivation
• Motivation is something more than mere
satisfaction
• If satisfaction is “I am doing well” state
Than
• Motivation is “I m delighted” state
• So you need to do something more to Delight your
employees

50. For more on the topic you may refer to:
• Organizational Behavior
Stephen. P Robbins
• Seven Habits of Highly Effective People
Stephen Covey

51. Thank you!
Your comments are welcome