1. Effective Training: Strategies, Systems and Practices, 3rd Edition
P. Nick Blanchard and James W. Thacker
Key Areas of Training
Chapter Ten

2. Stage Models of Socialization
Anticipatory -socialization/prearrival/ entry – prior information
Encounter/socialization stage – roles clarified, establish interpersonal relationships, confirm/disconfirm expectations
Role management/change and acquisition, mutual acceptance – change and acquisition, resolve conflicts
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3. People Processing Strategies
Formal versus informal –segregated from work context or not/similar vs. unique experiences
Individual versus collective
Sequential versus nonsequential – probation, etc. versus completely at end of orientation
Fixed versus variable – time frame set
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4. People Processing Strategies (continued)
Separate groups – sorted by tracks vs. all together
Internal/external – senior members/mentors work with recruits vs. trainers not part of work group
Investiture versus divestiture – preserve or strip away part’s of newcomer’s identity
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5. Possible Positive Outcomes from an Effective Orientation – Part 1 of 3
Reduce anxiety
Better understanding of expectations and early meeting of coworkers results in the new employee not feeling the higher level of anxiety associated with the first few days on the job.
Reduce role ambiguity
A structured opportunity to see what is required on the job, and greater comfort in approaching the supervisor and coworkers to ask questions about the job provides more opportunity to clear up any job requirement misunderstandings.
Reduce turnover
There is substantial evidence that effective orientations reduce turnover.
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6. Positive Outcomes Possible from an Effective Orientation – Part 2 of 3
Improved job performance
Better understanding of job requirements and a willingness to ask for assistance results in fewer errors, and higher production levels sooner. This translates to improved performance.
Higher level of Commitment
Evidence suggests those who receive effective orientations are more committed, involved in their job, and more likely to take on the values of the organization.
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7. Positive Outcomes Possible from an Effective Orientation – Part 3 of 3
More effective/efficient
Organization
The organization that has new employees:
performing better, faster
with a clearer understanding of responsibilities
staying with the organization longer, and more
committed to company values and objectives
will be more efficient, effective and of value to its shareholders.
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8. Problems with Orientation Programs
Paperwork
Information overload/irrelevance
Scare tactics
Too much selling of organization
Emphasis on formal, one-way information
One-shot – such as one day
No diagnosis or evaluation
Lack of follow-up
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9. What Is Diversity?
Although definitions vary, diversity simply refers to human characteristics that make people different from one another
Not just individual characteristics over which a person has little or no control include biologically determined characteristics such as race, sex, age, and certain physical attributes, as well as the family and society into which he or she is born.
It is important to keep in mind the distinction between the sources of diversity and the diversity itself. Without this distinction, stereotyping tends to occur.
It is important to understand what we are talking about when we discuss diversity. There are many definitions, but, as this graphic suggests, diversity is essentially human characteristics that make people different from one another.
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10. Advantages of an Effective Diverse Workforce – Part 1 of 4
Larger Applicant Pool
Companies with an effective, diverse workforce become known for this, resulting in more diverse applicants for jobs.
A larger, and more diverse applicant pool gives the organization a higher likelihood of selecting better employees, creating a more effective workforce.
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11. Advantages of an Effective Diverse Workforce – Part 2 of 4
Reduced Costs
Less turnover which would translate into less rehiring due to quits.
Reduced tension, leading to less absenteeism, fighting, refusing to cooperate on projects and so forth.
Lower costs associated with legal representation and settling lawsuits for discrimination.
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12. Advantages of an Effective Diverse Workforce – Part 3 of 4
Access to more markets
The more an organization reflects the diversity of its market, the more likely a diverse customer base can be cultivated. In general, minorities and women prefer to buy from organizations with a diverse employee base.
As business becomes more international, those with employees that understand the cultures of international markets will do better.
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13. Advantages of an Effective Diverse Workforce – Part 4 of 4
Creative Problem Solving
The more diverse the group, the more diverse the ideas that are generated.
Employees with different backgrounds are more likely to see issues from very different perspectives. This results in more creative ideas (other things being equal), which can result in better products and services.
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14. Diversity Training .
Adopt an inclusive definition of diversity that addresses all kinds of differences among employees, including (but not limited to) race, gender, national origin, disabilities and age.
Make sure that top management is not only committed to establishing a diversity program but also communicates that commitment directly to all employees.
The next three slides outline what organizations can do to prevent diversity backlash. Organizations must take specific steps to modify the perception, mainly by white men, that the ‘majority employees’ are being marginalized and disadvantaged by efforts to increase diversity among employees.
Chapter 9

15. Agenda for Assuring Diversity Remains an Important Part of the Organization – Part 1 of 2
Develop diversity refresher training and implement throughout the company
Cover holidays that deal with diversity and publish throughout the plant
Create a Diversity Council and publish what it does throughout the plant
Write articles about diversity in the plant newsletter
Have a booth on diversity at appropriate company events (e.g., picnic)
Periodically invite managers who are not members, to diversity council meetings
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16. Agenda for Assuring Diversity Remains an Important Part of the Organization – Part 2 of 2
Have plant manager share information monthly on what is going on in the way of diversity issues
Have a mentoring program so employees have someone to go to for help
On a regular basis, address, supervisor guidelines for appraisal and employee development decisions
Address any plant concerns regarding diversity in a timely manner and report back to person affected
Monitor the impact of diversity efforts, praising successes and investigating the failures
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17. Avoiding Backlash Trainer should be a model for valuing diversity
Don’t force people to reveal feelings
Respect individual life styles
Don’t put pressure on one group to change
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18. Avoiding Backlash (continued)
Integrate with organizational overall approach to diversity
Avoid taking a remedial approach identifying trainees as having problems
Allow open discussions
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19. Effective Strategies for Dealing with Sexual Harassment – Part 1 of 3
Set an example at the top
Get their support for training, but also get their support in their behavior at work.
Provide training
Everyone 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.
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20. Effective Strategies for Dealing with Sexual Harassment – Part 2 of 3
Refresher training
Refresher 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.
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21. Effective Strategies for Dealing with Sexual Harassment – Part 3 of 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.
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22. 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.
Have a “hotline” dedicated to such reporting.
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.
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23. Tips for improving self efficacy of those requiring literacy training.
Assure trainees that they are being asked to upgrade because of their importance to the company
Do not use demeaning names for training such as illiteracy training. Use a positive name related to the job.
Make participation rewarding not punishing. Pay them for the time, or have it on company time
Where possible, Indicate the need for training is widespread and many similar employees have successfully completed the training
Provide early successes so trainee can see they are able to do it
Use company related examples so it is meaningful and useful right away
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24. Other Training Programs
Training and equity
The glass ceiling
Disabled
Basic skills training
Safety Training
Chapter 9