Unit III

Orientation
 Orientation
• Orientation, also called on-boarding or ‘boot camps’
• designed to provide new hires with the information they need to function
comfortably and efficiency in the organisation.
• It is a planned introduction of fresher’s to their jobs, their peers and the
company.
Typically, orientation conveys three types of information—
(i) General information about the daily work routine;
(ii) a review of the firm’s history, founding fathers, objectives, operations and
products or services, as well as how the employee’s job contributes to the
organisation’s needs; and
(iii) A detailed presentation, perhaps, in a brochure, of the organisation’s
policies, work rules and employee benefits
 Orientation
• An induction programme also called as
orientation is an important process for
bringing staff into an organization.
• It provides an introduction to the working
environment and the set-up of the employee
within the organization.
• The process will cover the employer and
employee rights and the terms and conditions
of employment.
 Objectives
• To intimate them about the Mission, Aims and
Objectives of the Company.
• To general information about terms and
conditions of employment..
• To Stimulate Interest.
• To give a clear understanding of their roles and
responsibilities.
• Minimizes reality shock.
• To Communicate the details of the job
requirements
Orientation Procedure
 Case
• 60 teachers in Uttarakhand refuse
promotion.
• The promotions, of course meant, better pay
structure and additional perks.
• Reason?
 Case
• Actual Scenario
• Sixty government school teachers in
Uttarakhand have refused to accept the
promotions offered to them in December
2016. Reason: they will have to move out of
their respective “comfort zones” and take up
mandatory transfer in the hill areas.
• What are the repercussions?
 Case
• What action did the Education department
take to handle this situation?
 case
• All such teachers, including headmasters of
primary and middle schools as well as
principals of government inter colleges, now
won’t be considered for promotion for next
three years, a senior education department
official said.

• Is this fair?
Training and Development
Difference between T & D
Difference between T & D
Difference
Designing training programme
 considerations for developing a training program
• Needs assessment and learning objectives. This part of the framework development asks
you to consider what kind of training is needed in your organization. Once you have
determined the training needed, you can set learning objectives to measure at the end of
the training.
• Consideration of learning styles. Making sure to teach to a variety of learning styles is
important to development of training programs.
• Delivery mode. What is the best way to get your message across? Is web-based training
more appropriate, or should mentoring be used? Can vestibule training be used for a
portion of the training while job shadowing be used for some of the training, too? Most
training programs will include a variety of delivery methods.
• Budget. How much money do you have to spend on this training?
• Delivery style. Will the training be self-paced or instructor led? What kinds of discussions
and interactivity can be developed in conjunction with this training?
• Audience. Who will be part of this training? Do you have a mix of roles, such as accounting
people and marketing people? What are the job responsibilities of these individuals, and
how can you make the training relevant to their individual jobs?
• Content. What needs to be taught? How will you sequence the information?
• Timelines. How long will it take to develop the training? Is there a deadline for training to
be completed?
• Communication. How will employees know the training is available to them?
• Measuring effectiveness of training. How will you know if your training worked? What
ways will you use to measure this?
Training Needs
 Case study based training
• The case study is a method which provides descriptive
situations which stimulate trainees to make decisions.
• The purpose of the case method is to make trainees apply
what they know, develop new ideas to manage a situation or
solve a problem.
• The focus is more on the approach the trainee uses rather
than on the solution.
• As a training tool, the case study method can be used to
develop decision-making skills, enhance team spirit, better
communication and interpersonal skills and strengthen the
analytical skills of trainees.
 Sensitivity training
• Sensitivity training in the workplace is one of the most
integral components of an organization's overall training
strategy.
• diverse team is comprised of people of different backgrounds,
beliefs and personalities, and it's important that everyone is
respected and treated appropriately, regardless of who they
are.
• Sensitivity training is intended to help employees within an
organization acknowledge and respond to attitudes and
behaviors that may unwittingly cause offense to others,
especially members of various backgrounds, beliefs, and
cultures.
 Sensitivity training
• It helps employees to be more sensitive and accepting of each other's
existing diversity which leads to better understanding among team
members.
• It educates team members about constructive behaviors by correcting
behaviour and emotional actions and reactions.
• Managers are able to gain insight into their own behavior as well as
understand who employees are as people, helping them thrive in the
workplace.
• It also builds strong interpersonal relationships among team members. If
your employees respect each other's feelings, they will likely be happier
and more productive.
• It raises awareness among managers and employees and helps create a
workplace free of discrimination and harassment.
 Discussion
• Training as a tool for continuous growth of
individual
• Training as a tool for continuous growth of
organizers
 Methods of Training
• On –the-job methods
– Orientation
– Job instruction
– Apprentice training
– Internships
– Job rotation
– coaching
 Methods of Training
• Off-the-job methods
– Lecture
– Special study
– Films
– Television
– Conference
– Case study
– Role play
– Simulation
– Laboratory training
– Vestibule
 Training techniques
• Ice breakers
• Leadership games
• Skill games
• Communication games
• Strategic planner
• Team-build games
• Role reversal
• Mirroring
• Multiple role playing
• Built – in tension
• Cross-cultural training
 Implementation of Training
Programme
• Deciding the location and organizing training
• Scheduling the training programme
• Conducting the programme
• Monitoring the progress of trainees
 Criteria for evaluation of a training
programme
• Training validity – did the trainees learn during
training?
• Transfer validity – What has been learnt in
training is it implemented in real life situation?
• Intra-organizational validity – Is performance of
newly trained employee consistent with the
organizational performance
• Inter-organizational validity – is the training
programme successful for another organization?
 E-learning
• Refers to the use of internet or organizational
intranet to provide training on-line
• It requires
– Sufficient top management support and funding
– HR professionals need to be retrained to access
the e-resources and then train others
– Learners should be adequately computer-literate
– Sufficient number of learners exist.
 Impediments to effective training
• Lack of management commitment
• Budget allocated to training is inadequate
• Other skills – leadership, communication etc.
• Bonds o tenure before training
• Retraining of displaced workers
• Employers should develop close ties with
institutions
• Organized labor can help in times of disputes
Training Process
 Executive Development
• executive development means not only
improvement in job performance, but also
improvement in knowledge, personality,
attitude, behaviour of an executive, etc.
Objectives of Executive Development
• 1. Improve the performance of managers at all levels.
• 2. Identify the persons in the organisation with the required
potential and prepare them for higher positions in future.
• 3. Ensure availability of required number of executives /
managers succession who can take over in case of
contingencies as and when these arise in future.
• 4. Prevent obsolescence of executives by exposing them to
the latest concepts and techniques in their respective areas
of specialisation.
• 5. Replace elderly executives who have risen from the ranks
by highly competent and academically qualified
professionals.
• 6. Improve the thought processes and analytical abilities.
Executive Development Process
Case Study
Case Study
Case Study
Case Study