Effective Training: Strategies, Systems and Practices, 2 nd Edition Chapter Nine Key Areas of Organizational Training

Chapter 92 Session Overview Describe the importance and advantages of orientation training Describe the importance and advantages of sexual harassment training Describe the importance and advantages of team training

Chapter 93 Orientation Training Orientation Training: “Used to assure a good match between company expectations and the new employee’s expectations” Example of 1-day orientation (p. 404) Example of 1-year orientation (p. 405)

Chapter 94 Orientation Training Effective orientation is successful in: Reducing anxiety Reducing role ambiguity Reduce turnover Higher level of commitment More effective/efficient organization

Chapter 95 Orientation Training: Importance Research demonstrates that attendance at an orientation: leads to higher likelihood of adopting organizational goals and values; Higher organizational commitment; Increased job satisfaction; More involvement; and A clear role understanding

Chapter 96 Diversity Training Why is it important? Lack of acceptance by coworkers leads to feelings of alienation by workers and contributes to turnover. Turnover rates of women in salaried positions is twice that of men Turnover rates of African-American workers is 2.5 times that of white males.

Chapter 97 Diversity Training Turnover is costly! In addition to training, successful programs have Commitment from top management Success in diversity tied to performance appraisals and departmental evaluations.

Chapter 98 Diversity from a TNA perspective Organization culture Goals related to diversity Measurement issues Approaches Affirmative action Understanding differences Managing diversity

Chapter 99 Diversity from a TNA perspective Measure attitudes pre & post What type of training methods do we use to effect attitudes? Force field analysis

Chapter 910 Sexual Harassment Training Sexual Harassment: “Is a form of sex discrimination under Title VII of the U.S. Civil Rights Act of 1964” (p. 423) Quid pro quo – an offer of some job perk by a supervisor in exchange for sexual favors Hostile work environment – verbal or physical conduct that creates an intimidating, hostile, or offensive work environment or interferes with an employee’s job performance

Chapter 911 Sexual Harassment Facts A U.S. survey on sexual harassment reported that 42 percent of females and 15 percent of males said they were sexually harassed on the job. A survey indicated that about 80 percent of organizations offer some type of sexual harassment training. Since 1996, on average 16,000 complaints are filed each year

Chapter 912 Sexual Harassment Training Sexual harassment training implementation: The first thing you do before development of any training is to put a sexual harassment policy and procedure into place Refresher training once a year is suggested to remind everyone of the importance of the issue. You should have a written exam at the end of training to measure learning.

Chapter 913 What Experts Suggest is Necessary to Include in a Sexual Harassment Policy – According to attorneys and experts a policy protects your organization if it:  States the organization has a strong opposition to sexual harassment  Explains what it is with examples employees will find relevant to their jobs  Establishes a clear procedure for reporting harassment that does not limit the reporting to a supervisor in the department or in Human Resources. Warns that violations could be punished by discipline that could include dismissal regardless of level in the organization. Pledges that investigations will be conducted promptly and there will be no retaliation for reporting such issues.  Have a “hotline” dedicated to such reporting.

Chapter 914 Dealing with Sexual Harassment (1 or 3) Set an example at the top Get their support for training, but also get their support in their behavior at work. Provide trainingEveryone needs to know what is acceptable and what is not. Provide information sessions with examples and role plays to make clear what is not appropriate. Check for understanding Labor lawyers strongly recommend having a written exam to measure learning at the end of training and retraining for those who do not meet the standard. If there is a law suit, this will show that everyone knew what was expected.

Chapter 915 Dealing with Sexual Harassment (2 or 3) Refresher trainingRefresher training annually keeps everyone sensitive to the topic and up to date on current issues. Investigate complaints quickly Be sure there is an adequate complaint procedure that does not involve a person ’ s supervisor. Often it is the supervisor that is the problem. Respond quickly! You need to determine the merits of the case and if it appears meritorious, take steps ASAP to stop any unacceptable behavior.

Chapter 916 Dealing with Sexual Harassment (3 or 3) Keep information confidential Only those directly involved should know about investigations. You don ’ t want people being intimidated because they filed a complaint. You may choose to remove the person from the work place during the complaint (with pay) to demonstrate complaints are taken seriously. Provide equal and effective punishment Guidelines regarding sexual harassment should be clear and penalties for violation severe. Those who violate the guidelines need to be dealt with no matter who they are in the organization.

Chapter 917 Team Training Today about 70 percent of organizations in North America use teams. Advantages of teamwork include increased productivity. improved job satisfaction. lower absenteeism.

Chapter 918 Team Training Teams need 2 types of training Training related to the work they are doing Training on how to work as a team High level teams need administrative skills.

Chapter 919 Other Training Issues Basic skills training Safety training CPR and first aid training Design issues Cultural issues Diversity issues

Chapter 920 Management Training 37% of all training dollars are spent on managers Managers operate at the convergence of labor and the company. What makes a good or effective manager?

Chapter 921 Management Training Interpersonal Roles Figurehead, Leader, Liaison Informational Roles Monitor, Disseminator, Spokesperson Decisional Roles Entrepeneur, Disturbance Handler, Resource Allocator, Negotiator

Chapter 922 Management Training Styles Employee Oriented Style Participative & Supportive Task-Oriented Style Directive Style & Achievement style

Chapter 923 Management Training Contextual Awareness Self-Awareness & Diagnostic Skills Organizational Goal Analysis Person Analysis 360 degree feedback

Chapter 924 Management Training Front Line Manager Middle Manager Top Management CEO With each transition the number of peers in the organization drops