2 Purpose of Orientation Feel Welcome and At EaseBegin the Socialization ProcessUnderstand the OrganizationKnow What Is Expected in Work and BehaviorOrientation Helps New Employees
3 The Orientation Process Company Organization and OperationsSafety Measures and RegulationsFacilities TourEmployee OrientationEmployee Benefit InformationPersonnel PoliciesDaily Routine
4 The Training Process Training Training’s Strategic Context The process of teaching new employees the basic skills they need to perform their jobs.Training’s Strategic ContextThe firm’s training programs must make sense in terms of the company’s strategic goals.Performance ManagementTaking an integrated, goal-oriented approach to assigning, training, assessing, and rewarding employees’ performance.
5 The Training Process (cont’d) The Five-Step Training and Development Process132Needs analysis4Instructional design5ValidationImplement the programEvaluation
6 Training, Learning, and Motivation Make the Learning MeaningfulAt the start of training, provide a bird’s-eye view of the material to be presented to facilitate learning.Use a variety of familiar examples.Organize the information so you can present it logically, and in meaningful units.Use terms and concepts that are already familiar to trainees.Use as many visual aids as possible.
7 Training, Learning, and Motivation (cont’d) Make Skills Transfer EasyMaximize the similarity between the training situation and the work situation.Provide adequate practice.Label or identify each feature of the machine and/or step in the process.Direct the trainees’ attention to important aspects of the job.Provide “heads-up,” preparatory information that lets trainees know what might happen back on the job.
8 Motivation Principles for Trainers People learn best by doing—provide as much realistic practice as possible.Trainees learn best when the trainers immediately reinforce correct responses.Trainees learn best at their own pace.Create a perceived training need in the trainees’ minds.The schedule is important—the learning curve goes down late in the day; less than full day training is most effective.
9 Analyzing Training Needs Task Analysis: Assessing New Employees’ Training NeedsPerformance Analysis: Assessing Current Employees’ Training NeedsTraining Needs Analysis
10 Assessing Current Employees’ Training Needs Performance AppraisalsJob-Related Performance DataObservationsInterviewsAssessment Center ResultsIndividual DiariesAttitude SurveysTestsMethods for Identifying Training Needs
11 Training Methods On-the-Job Training Apprenticeship Training Informal LearningJob Instruction TrainingLecturesProgrammed LearningAudiovisual TrainingSimulated TrainingComputer-Based Training (CBT)Electronic Performance Support Systems (EPSS)Distance and Internet-Based Training
12 Training Methods (cont’d) On-the-Job Training (OJT)Having a person learn a job by actually doing the job.Types of On-the-Job TrainingCoaching or understudyJob rotationSpecial assignmentsAdvantagesInexpensiveLearn by doingImmediate feedback
13 Programmed Learning Advantages Reduced training time Presenting questions, facts, or problems to the learnerAllowing the person to respondProviding feedback on the accuracy of answersAdvantagesReduced training timeSelf-paced learningImmediate feedbackReduced risk of error for learner
14 Computer-Based Training (CBT) AdvantagesReduced learning timeCost-effectivenessInstructional consistencyTypes of CBTInteractive multimedia trainingVirtual reality training
15 Distance and Internet-Based Training TeletrainingVideoconferencingInternet-Based TrainingE-Learning and Learning PortalsDistance Learning Methods
16 Management Development Assessing the company’s strategic needsDeveloping the managers and future managersLong-Term Focus of Management DevelopmentAppraising managers’ current performance
17 Steps in the Succession Planning Process 12Anticipate management needs3Review firm’s management skills inventory4Create replacement chartsBegin management development
19 Management Development (cont’d) Off-the-Job Management Training and Development TechniquesThe Case Study MethodRole PlayingManagement GamesBehavior ModelingOutside SeminarsCorporate UniversitiesUniversity-Related ProgramsExecutive Coaches
20 Managing Organizational Change and Development StrategyTechnologiesCultureWhat to ChangeStructureEmployees
21 Managing Organizational Change and Development (cont’d) Overcoming resistance to changeEffectively using organizational development practicesThe Human Resource Manager’s RoleOrganizing and leading organizational change
22 How to Lead the Change: Lewin’s Process Unfreezing PhaseEstablish a sense of urgency (need for change).Mobilize commitment to solving problems.Moving PhaseCreate a guiding coalition.Develop and communicate a shared vision.Help employees to make the change.Consolidate gains and produce more change.Refreezing PhaseReinforce new ways of doing things.Monitor and assess progress.
23 Using Organizational Development Organizational Development (OD)12Usually involves action research.3Applies behavioral science knowledge.Changes the organization in a particular direction.
24 TABLE 8–3 Examples of OD Interventions Using Organizational DevelopmentTABLE 8–3 Examples of OD InterventionsHuman Process ApplicationsT-groups (Sensitivity Training)Process consultationThird-party interventionTeam buildingOrganizational confrontation meetingSurvey researchTechnostructural InterventionsFormal structural changeDifferentiation and integrationCooperative union–management projectsQuality circlesTotal quality managementWork designHRM ApplicationsGoal settingPerformance appraisalReward systemsCareer planning and developmentManaging workforce diversityEmployee wellnessStrategic OD ApplicationsIntegrated strategic managementCulture changeStrategic changeSelf-designing organizations
25 Evaluating the Training Effort Designing the StudyTime series designControlled experimentationTraining Effects to MeasureReaction of trainees to the programLearning that actually took placeBehavior that changed on the jobResults achieved as a result of the training