1. Chapter Six Orientation,Training, and Career Development 6
Dessler, Cole, Goodman, and Sutherland
In-Class Edition
Management of Human Resources
Second Canadian Edition
Chapter Six
Orientation,Training, and Career Development 6
© 2007 Pearson Education Canada 6-1

2. Orienting Employees Provides new employees with basic
background information about:
the organization
the job
Reality Shock
discrepancy between new employee’s
expectations and reality

3. Purpose of Orientation Programs
Orienting Employees
Purpose of Orientation Programs
better job performance
reduced turnover
less disciplinary action
fewer grievances
reduced number of workplace injuries

4. Problems with Orientation Programs
Orienting Employees
Problems with Orientation Programs
too much information in a short time
too many forms to fill out
little or no orientation
HR information too broad; supervisory
information too detailed

5. Evaluation of Orientation
Orienting Employees
Evaluation of Orientation
Employee
reaction
Socialization
effects
Cost/benefit
analysis

6. The Training Process Step 5. Evaluation and Follow-up
Step 4. Implementation
Step 3. Validation
Step 2. Instructional Design
Step 1. Needs Analysis

7. The Training Process Step 1: Needs Analysis
task analysis and performance analysis determine
training needs for non-management employees
succession planning analysis determine needs for
management employees
needs analysis lead to establishing training objectives

8. Training Needs Analysis
Task Analysis (for new employees)
list tasks
when and how often performed
quantity and quality of performance
conditions under which performed
competencies required
where best learned

9. Training Needs Analysis
Performance Analysis
(for existing employees)
appraise performance
distinguish between “can’t do”
and “won’t do”

10. Training Needs Analysis
Succession Planning
a process by which senior level openings
are planned for an eventually filled
–stages include - organizational projection,
management-skills inventories, management
replacement charts

11. Step 2: Instructional Design
The Training Process
Step 2: Instructional Design
prepare curriculum
ensure training materials support learning
objectives
ensure quality and effectiveness of program
elements

12. Training Techniques on-the-job computer-based apprenticeship training
Traditional
E-Learning
on-the-job
apprenticeship
job instruction
lectures
videoconferencing
programmed learning
simulated
computer-based
training
online training
electronic performance
support systems

13. On-the-Job Management Development
Training Techniques
On-the-Job Management Development
Developmental job rotation
Coaching/understudy approach
Action learning

14. Off-the-Job Management Development
Training Techniques
Off-the-Job Management Development
Case study method
Management games
Seminars
College/University related programs
Role-playing
Behavior modeling
In-house development centres

15. Executive Development
Training Techniques
Executive Development
Step 5. Evaluation
Step 4. Re-entry planning
Step 3. Learning process
Step 2. Learning contract
Step 1. Evaluate leadership competencies

16. Steps 3 & 4: Validation and Implementation
The Training Process
Steps 3 & 4: Validation and Implementation
validate training using a pilot study
revise training based on pilot study findings
train-the-trainer workshops

17. The Training Process Step 5: Evaluation (1 of 2) Reaction
document learners’ immediate reactions
2. Learning
use feedback devices to measure learning

18. The Training Process Step 5: Evaluation (2 of 2) 3. Behaviour
note supervisory reactions to learners’
performance following training
4. Results
measure improvement in learners’ job
performance

19. Training for Special Purposes
Training for teamwork and empowerment
Customer service training
Diversity training
Literacy training

20. Career Planning and Development
process through which a person
becomes aware of personal
career-related attributes
undertakes activities that contribute
to career fulfillment

21. Career Planning and Development
Roles in Career Development
Employee
identify career stage
identify occupational orientation
identify career anchor
identify skills and abilities

22. Career Planning and Development
Roles in Career Development
Manager/Employer
provide realistic job previews
be demanding; give challenging jobs
job rotation
career-oriented performance appraisals
provide career planning workshops
mentoring

23. Managing Promotions and Transfers
seniority vs. competence
how to measure competence
formal vs. informal

24. Managing Promotions and Transfers
personal enrichment
more interesting job
greater convenience
greater possibility of advancement
increasing refusals due to family/spousal
concerns