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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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