C7 Dessler Fhrm2 Inppt06-07

Fundamentals of
Human Resource
Dessler fhrm, 2e
cover
Management
2e
Gary Dessler
Training and Developing
Employees
Chapter 6
6-2
Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall
Orienting Employees
6-4
What the new employee does not
know?
6-5
New employee lack of orientation
Most frequent complaints about new employee

orientation are :
- it is overwhelming, boring,
- the new the new employee is left to sink or swim.
The rezult is often a confused new employee who is

not productive and is more likely to leave the
organization within a year.
6-6
Employee orientation
Provides new employees with basic

background information needed to perform
their jobs satisfactorily.
6-7
Orienting Employees
Socialization
The continuing process of instilling in all
employees the attitudes, standards, values and
behavior patterns expected by the company
6-8
Orientation Programs
Covers:
Employee benefits
Personnel policies
The employees daily routine
Company organization and operations
Safety measures and regulations
6-9
Orientation Programs Example: Banking
6-10
Orienting Employees
The new employee should:

Feel welcome
Understand the organization in a broad
sense
Be clear about what the firm expects in
terms of work and behavior
Begin the process of socialization
6-11
Induction (not in the TB!)
The term induction is generally used in a

workplace context to describe the whole
process whereby employees adjust or
acclimatize to their jobs and working
environment.
6-12
Induction
As part of this process, orientation can be

used to refer to a specific course or training
event that new starters attend, and
socialisation can be used to describe the
way in which new employees build up
working relationships and find roles for
themselves within their new teams.
6-13
Objectives of staff induction (I)
1. Integrate staff into the organisation

2. Provide staff with access to the resources
they require to perform their job efficiently
and effectively within a short timeframe
3. Enhance staff retention within the
organisation
6-14
Objectives of staff induction (I)
4. Provide support to enable staff to:

understand their role within the organisation
contribute effectively to the success of the
organisation
understand processes and procedures, structures
and standards
develop a positive attitude to their work and the
organisation
be aware of their legal responsibilities including
those relating to fellow staff and to health and
safety
6-15
Objectives of staff induction (II)
To reduce startup costs

To reduce anxiety
To develop realistic job expectations, positive
attitudes and job satisfaction
To save time for the supervisor and coleagues
To reduce employee turnover
Source: http://humanresources.about.com/od/retention/a/keepnewemployee.htm
6-16
Induction training must include the
following elements:
General training relating to the organization,
including values and philosophy as well as structure
and history, etc.
Mandatory training relating to health and safety
and other essential or legal areas.
Job training relating to the role that the new starter
will be performing.
Training evaluation, entailing confirmation of
understanding, and feedback about the quality and
response to the training.
6-17
The Four Cs of Onboarding
Compliance is the lowest level and includes teaching

employees basic legal and policy-related rules and
regulations.
Clarification refers to ensuring that employees understand
their new jobs and all related expectations.
Culture is a broad category that includes providing
employees with a sense of organizational norms both
formal and informal.
Connection refers to the vital interpersonal relationships and
information networks that new employees must establish.
Source: Talya N. Bauer, Ph.D , Onboarding New Employees: Maximizing Success ,

https://www.right.com/thought-leadership/research/shrm-foundations-effective-practice-guidelines-
series-onboarding-new-employees-maximizing-success-sponsored-by-right-management.pdf 6-18
The induction pack
HRM department should provide an

induction pack to the new employee either
during the interview process or on their first
day. It will give them a better understanding
of the company.
6-19
The induction pack
copy of their job description

a current organisation chart listing the current roles and
employees' names (at least of the department)
staff telephone list
copy of the company Human Resources Policy and Procedure
manual
copies of any corporate presentations (marketing materials
brochures) etc.
a safety induction including evacuation procedures
security access
6-20
Preparing the new employees
first day
Arrange for a car park permit to be issued
Ensure new member of staff knows the time and place of
arrival on the first day
Ensure someone is around to welcome them
Allocate office space, equipment etc.
Inform other staff of the start date
6-21
Preparing the new employees
first day
Obtain the agreement of other staff who are to be involved
in the induction programme
Arrange meetings with other staff to meet the new employee
Produce an induction timetable/programme
Make arrangements for attendance on the Teaching and
Learning skills course and arrange the required mentor/tutor
6-22
Preparing the first day
as a new employees
6-23
Advantages of an effective and
systematic induction process
To enable new employees to settle into the company quickly
and become productive and efficient members of staff within
a short period of time.
To ensure that new entrants are highly motivated and that
this motivation is reinforced.
To assist in reducing staff turnover, lateness, absenteeism
and poor performance generally.
6-24
Advantages of an effective and
systematic induction process
To assist in developing a management style where the
emphasis is on leadership.
To ensure that new employees operate in a safe working
environment.
To reduce costs associated with repeated recruitment,
training and lost production
6-25
Induction assessement
Assessement
sheets:
- after formation
- after the probation
period
6-26
Course 7
Training
6-27
Trainings Purpose and Process
Training
Methods used to
give new or present
employees the skills
they need to
perform their jobs
6-28
Training Today
1. Training is increasingly technology based.

2. Trainers tend to focus more on improving
organizational performance.
3. Trainings focus is broader today than it was
years ago.
6-29
Training and Development Process
Needs Analysis
Instructional
Evaluation
Design
Implementation
6-30
Training Needs Analysis
First step: Determine what training, if any, is

required
Skills gapping
Employers determine the skills each job requires,
and the skills of the jobs current or prospective
employees.
6-31
Training Needs Analysis (cont.)
1. Task analysis
Detailed study of the job to determine what
specific skills are required
Based on Job Description and Job Specification
6-32
Training Needs Analysis (cont.)
2. Performance analysis
Verifying that there is a significant performance
deficiency and determining whether that
deficiency should be rectified through training.
Distinguishing between cant do and wont

do problems
Performance data: Productivity, absenteeism,

accidents, grievances, late deliveries, and
customer complaints
6-33
Identifying Training Needs
3. Other methods
Supervisor, peer, self-, and 360-degree performance
reviews
Job-related performance data (?)
Observation by supervisors or other specialists
Interviews with the employee or his or her supervisor
Tests of things like job knowledge, skills, and
attendance
Attitude surveys
Assessment centers
6-34
Competency Models
Competency
Consolidates, usually in one diagram, a precise
overview of the competencies (the knowledge,
skills, and behaviors) someone would need to do
a job well
6-35
Competency Models in Games!
6-36
Competency Models in Games!
6-37
Competency Models - Example
6-38
Competency Models - Example
6-39
Video 4:37
https://www.youtube.com/watch?v=auE7_g5
jg_g
6-40
Setting Training Objectives
Training objectives
Specify the employee and organizational
outcomes that should be achieved as a result of
the training
Should specify what the trainee should be able to
accomplish after successfully completing the
training program
6-42
Setting Training Objectives - Example
6-43
Training Techniques
On-the-job training Computer-based

Informal learning training
Apprenticeship training DVD-based training
Behavioral modeling Simulated learning
Audiovisual and Vestibule training
traditional distance (simulated)
learning techniques Learning portals
Mobile training
6-44
On-the-Job Training
Effective coaching
Preparing to coach
Planning
Active coaching
Follow-up
6-45
Some Popular Apprenticeships
6-46
Behavioral Modeling
Behavior modeling
Involves showing trainees the right (or model)
way of doing something, letting each person
practice the right way to do it, and providing
feedback regarding performance
6-47
Behavioral Modeling Steps
Modeling
Role Playing
Social Reinforcement
Transfer of Training
6-48
Computer-Based Training
Computer-based training
Trainee uses a computer-based system to
interactively increase knowledge or skills
6-49
Simulated Learning
Virtual reality-type games

Step-by-step animated guide / Software
training, including screenshots with
interactive requests (tutorials)
Scenarios with questions and decision trees
overlaying animation
Online role-play with photos and videos
6-50
Learning Portals
Learning portal
A section of an employers website that offers
employees online access to many or all of the
training courses they need to succeed at their
jobs
6-51
Application Service Providers
Search e-learning companies in Google

to find applications service providers
such as these:
Skillsoft (www.skillsoft.com)
Plateau Systems (www.plateau.com)
Academee (www.academee.com)
Enspire Learning (www.enspire.com)
6-52
Virtual Classroom
Virtual classroom
Uses special collaboration software to enable
multiple remote learners, using their PCs or
laptops, to participate in live audio and visual
discussions, communicate via written text, and
learn via content such as PowerPoint slides
6-53
Mobile Learning
Mobile learning
Delivering learning content on demand via
mobile devices like cell phones, tablets, laptops,
and Smart-Phones, wherever and whenever the
learner wants to access it
On-demand learning
6-54
Training for Special Purposes
Providing employees with lifelong learning

Diversity training
Training for teamwork and empowerment
6-56
Training for Special Purposes (cont.)
Lifelong learning
Providing employees with continuing learning
experiences over their tenure with the firm, with
the aims of ensuring they have the opportunity
to learn the skills they need to do their jobs and
to expand their horizons
6-57
Training for Special Purposes (cont.)
Diversity training
Techniques for creating better cross-cultural
sensitivity among supervisors and nonsupervisors
with the aim of creating more harmonious
working relationships among a firms employees
6-58
Managerial Development and Training
Managerial development
Attempt to improve managerial performance by
imparting knowledge, changing attitudes, or
increasing skills
6-59
Principles for Designing Leadership
Development Programs
6-60
Managerial On-the-Job Training
Job rotation Coaching/understudy

Moving management method
trainees from The new manager
department to receives ongoing advice
department to broaden from the person he or
their understanding of she is scheduled to
all parts of the business replace
6-61
Action Learning
Action learning
Giving groups of managers released time to work
full-time analyzing and solving problems in
departments other than their own
6-62
The Case Study Method
Case study method

Presents a trainee with a written description of
an organizational problem
Trainee analyzes the case, diagnoses the
problem, and presents findings and solutions
6-63
Managerial Development and Training
Computerized management games

Improvisation
Outside seminars
University-related programs
In-house degree programs
Learning portals, executive coaches
6-64
Management Games
Nike Corporation asked Second City

Communications to help prepare some Nike
engineers for an assignment.
The engineers were to spend a month watching kids
in playgrounds, so as to design new Nike shoes.
Second City trainers put the engineers through an
improvisational game called word ball to get the
Nike engineers to instantly react without thinking,
to be unafraid to look foolish.
6-65
In-House Development Centers
In-house development centers

Usually combine classroom learning (lectures and
seminars, for instance) with other techniques,
such as assessment centers and online learning
opportunities, to help develop employees and
other managers
6-66
Executive Coaches
Executive coaches
Outside consultants who question the executives
boss, peers, and subordinates to identify
strengths and weaknesses
Counsel the executive
6-67
Lewins Process for Overcoming
Resistance
Unfreezing
Reducing the forces that are striving to maintain the
status quo
Moving
Developing new behaviors, values, and attitudes
Refreezing
Building in the reinforcement to make sure the
organization doesnt slide back into its former ways of
doing things
6-68
Organizational Development
Organizational development
Change process through which employees
diagnose and formulate the change thats
required and implement it, often with the
assistance of trained consultants
6-69
Organizational Development (cont.)
Action research
Gathering data about the organization and its
operations and attitudes, with an eye toward
solving a particular problem
Feeding back these data to the employees, and
then having them team-plan solutions to the
problems
6-70
Organizational Development (cont.)
Survey Team
feedback building
Sensitivity
training
6-71
Evaluating the Training and
Development Effort
Two basic issues:
How to design the evaluation study
What training effect to measure
6-72
Evaluating the Training and
Development Effort (cont.)
Controlled experimentation is the best
method to use in evaluating a training
program.
Uses both a training group and a control
group.
6-73
Training Effects to Measure
Reaction
Results Learning
Behavior
6-74
Training Effects to Measure
6-75
Online Survey
Figure 6.5
6-76
Copyright
All rights reserved. No part of this publication may be reproduced, stored in a

retrieval system, or transmitted, in any form or by any means, electronic,
mechanical, photocopying, recording, or otherwise, without the prior written
permission of the publisher. Printed in the United States of America.
6-77

C7 Dessler Fhrm2 Inppt06-07

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

C7 Dessler Fhrm2 Inppt06-07

Uploaded by

Copyright:

Available Formats

Fundamentals of

Most frequent complaints about new employee

The rezult is often a confused new employee who is

Provides new employees with basic

The new employee should:

The term induction is generally used in a

As part of this process, orientation can be

1. Integrate staff into the organisation

4. Provide support to enable staff to:

To reduce startup costs

Compliance is the lowest level and includes teaching

Source: Talya N. Bauer, Ph.D , Onboarding New Employees: Maximizing Success ,

HRM department should provide an

copy of their job description

1. Training is increasingly technology based.

First step: Determine what training, if any, is

Based on Job Description and Job Specification

Distinguishing between cant do and wont

Performance data: Productivity, absenteeism,

On-the-job training Computer-based

Virtual reality-type games

Search e-learning companies in Google

Providing employees with lifelong learning

Job rotation Coaching/understudy

Case study method

Computerized management games

Nike Corporation asked Second City

In-house development centers

All rights reserved. No part of this publication may be reproduced, stored in a

You might also like