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

3. Chapter 102 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

4. Chapter 103 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

5. Chapter 104 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

6. Chapter 105 Possible Positive Outcomes from an Effective Orientation – Part 1 of 3 Reduce anxietyBetter 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 ambiguityA 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 turnoverThere is substantial evidence that effective orientations reduce turnover.

7. Chapter 106 Positive Outcomes Possible from an Effective Orientation – Part 2 of 3 Improved job performanceBetter 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.

8. Chapter 107 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.

9. Chapter 108 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

10. Chapter 109 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.

11. Chapter 1010 Advantages of an Effective Diverse Workforce – Part 1 of 4 Larger Applicant PoolCompanies 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.

12. Chapter 1011 Advantages of an Effective Diverse Workforce – Part 2 of 4 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. Reduced Costs

13. Chapter 1012 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.

14. Chapter 1013 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.

15. Chapter 1014 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..

16. Chapter 1015 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

17. Chapter 1016 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

18. Chapter 1017 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

19. Chapter 1018 Avoiding Backlash (continued) Integrate with organizational overall approach to diversity Avoid taking a remedial approach identifying trainees as having problems Allow open discussions

20. Chapter 1019 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 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.

21. Chapter 1020 Effective Strategies for Dealing with Sexual Harassment – Part 2 of 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.

22. Chapter 1021 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.

23. Chapter 1022 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.

24. Chapter 1023 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

25. Chapter 1024 Other Training Programs Training and equity The glass ceiling Disabled Basic skills training Safety Training