HRM501

Purpose of Orientation

Orientation Helps New

Employees

Know what is
Begin the
Feel welcome Understand the expected in
socialization
and at ease organization work and
process
behavior
 The Orientation Process

Employee benefit Company organization

information and operations

Personnel Employee Safety measures

policies Orientation and
regulations

Daily Facilities
routine tour
The Training Process
► Training
► Is the process of teaching new employees
the basic skills they need to perform their jobs
► Is a hallmark of good management
► Reduces an employer’s exposure to
negligent training liability
► Training’s Strategic Context
► The aims of firm’s training programs must make
sense in terms of the company’s strategic goals.
► Training fosters employee learning, which results in
enhanced organizational performance.
Video Case
► Google interns' first week
► Students who join Google in internships or in
full-time roles work on interesting, meaningful
projects and are expected to have an impact
from
the start. Meet five recent summer interns and hear
their thoughts on what it means to work at
Google.
► 7 Eleven Employee Training
► The aims of firm’s training programs must make
sense in terms of the company’s strategic goals.
► Training fosters employee learning, which results in
enhanced organizational performance.
CASE Questions

1.Explain how training and development play an

important role in Google and 7 Eleven.

2.Describe the challenges incurred in the training

and development process at 7 Eleven Japan.
Steps in the Training Process
The Four-Step Training Process

1 Needs analysis

2 Instructional design
3 Program implementation
4 Evaluation
Training, Learning, and Motivation
► Make the Learning Meaningful
1. At the start of training, provide a bird’s-eye view
of the material to be presented to facilitate
learning.
2. Use a variety of familiar examples.
3. Organize the information so you can present it logically,
and in meaningful units.
4. Use terms and concepts that are already
familiar to trainees.
5. Use as many visual aids as possible.
6. Create a perceived training need in trainees’
minds.
Training, Learning, and Motivation (cont’d)
► Make Skills Transfer Easy
1. Maximize the similarity between the training situation and the work
situation.
2. Provide adequate practice.
3. Label or identify each feature of the
machine and/or step in the process.
4. Direct the trainees’ attention to important aspects
of the job.
5. Provide “heads-up,” preparatory information that lets trainees
know what might happen back on
the job.
Training, Learning, and Motivation (cont’d)
► Reinforce the Learning
1. Trainees learn best when the trainers immediately
reinforce correct responses, perhaps with a quick
“well done.”
2. The schedule is important. The learning curve
goes down late in the day, so that “full day training is
not as effective as half the day or three-fourths of the
day.”
 Analyzing Training Needs

Training Needs
Analysis

Task Analysis: Performance Analysis:

Assessing new employees’ Assessing current employees’
training needs training needs
FIGURE 8–2 Example of Competency Model for Human Resource Manager
 Performance Analysis:
Assessing Current Employees’ Training Needs

Specialized Software

Assessment Center Results Performance Appraisals

Methods Job-Related Performance

Individual Diaries
for Identifying Data
Training Needs
Attitude Surveys Observations

Tests Interviews

Can’t-do or Won’t-do?
Training Methods

► On-the-Job Training ► Computer-Based Training

► Apprenticeship Training (CBT)
► Simulated Learning
► Informal Learning
► Internet-Based Training
► Job Instruction Training
► Learning Portals
► Lectures
► Programmed Learning
► Audiovisual-Based Training
► Vestibule Training
► Teletraining and
Videoconferencing
► Electronic Performance
Support Systems (EPSS)
►
The OJT Training Method
On-the-Job Training (OJT)
► Having a person learn a job
by actually doing the job.
► Types of On-the-Job
Training
► Coaching or understudy
► Job rotation
► Special assignments
► Advantages
► Inexpensive
► Learn by doing
► Immediate feedback
On-the-Job Training

Steps to Help Ensure OJT Success

1 Prepare the learner

2 Present the operation

3 Do a tryout

4 Follow up
 Delivering Effective Lectures
► Don’t start out on the wrong foot.
► Give your listeners signals.
► Be alert to your audience.
► Maintain eye contact with audience.
► Make sure everyone in the room can hear.
► Control your hands.
► Talk from notes rather than from a script.
► Break a long talk into a series of five-minute talks.
► Practice and rehearse your presentation.
 Programmed Learning

Presenting Providing
questions, facts, Allowing the feedback on
or problems to the person to respond the
learner accuracy of
answers

► Advantages
► Reduced training time
► Self-paced learning
► Immediate feedback
► Reduced risk of error for learner
Intelligent Tutoring Systems

► Advantages
► Reduced learning time
► Cost effectiveness
► Instructional consistency
► Types of Programmed Learning
► Interactive multimedia training
► Virtual reality training
► Virtual classroom
TABLE 8–2 Names of Various Computer-Based Training Techniques

PI Computer-based programmed instruction

CBT Computer-based training
CMI Computer-managed instruction
ICAI Intelligent computer-assisted instruction
ITS Intelligent tutoring systems
Simulation Computer simulation
Virtual Reality Advanced form of computer simulation
 Internet-Based Training

Teletraining and Videoconferencing

Electronic Performance Support

Distance Systems (EPSS)

Learning Computer-Based Training

Methods
E-learning and learning portals
 Lifelong Learning and
Literacy Training Techniques

Employer Responses to
Employee Learning Needs

Provide employees with

Instituting basic skills
lifelong educational
and literacy
and learning
programs
opportunities
Creating Your Own Training Program

Creating a Training Program

1 Set training objectives

2 Use a detailed job description

3
Develop an abbreviated task
analysis record form
4 Develop a job instruction
sheet
5 Compile training program for the job
 Implementing Management
Development Programs

Long-Term Focus of
Management Development

Assessing the Appraising Developing the

company’s strategic managers’ current managers and
needs performance future managers
 Succession Planning

Steps in the Succession Planning Process

1 Anticipate management needs

2 Review firm’s management skills inventory

3 Create replacement charts

4 Begin management development

Management Development
Techniques
Managerial On-the-Job Training

Job Coaching and Action

rotation understudy learning
Other Management Training
Techniques
Off-the-Job Management Training
and Development Techniques

The case study method Role playing

Management games Behavior modeling

Outside seminars University- Corporate universities

related programs Executive coaches

Behavior Modeling

Behavior Modeling Training

1 Model the effective behaviors

2 Have trainees role play using behaviors

3 Provide social reinforcement and feedback

4 Encourage transfer of training to job

 Managing Organizational
Change Programs

What to Change

Strategy Culture Structure Technologies Employees

 Managing Organizational Change
and Development

The Human Resource

Manager’s Role

Organizing Effectively using

Overcoming and leading organizational
resistance to change organizational development
change practices
Managing Organizational Change and
Development (cont’d)

Overcoming Resistance to Change:

Lewin’s Change Process

1 Unfreezing
2 Moving
3 Refreezing
How to Lead the Change
► Unfreezing Stage
1. Establish a sense of urgency (need for change).
2. Mobilize commitment to solving problems.
► Moving Stage
3. Create a guiding coalition.
4. Develop and communicate a shared vision.
5. Help employees to make the change.
6. Consolidate gains and produce more change.
► Refreezing Stage
7. Reinforce new ways of doing things.
8. Monitor and assess progress.
Using Organizational Development

Organizational Development (OD)

1 Usually involves action research

2 Applies behavioral science knowledge

3 Changes the organization in a particular direction

TABLE 8–3 Examples of OD Interventions

Human Process Applications HRM Applications

T-groups (Sensitivity Training) Goal setting
Process consultation Performance appraisal
Third-party intervention Reward systems
Team building Career planning and development
Organizational confrontation meeting Managing workforce diversity
Survey research Employee wellness
Technostructural Interventions Strategic OD Applications
Formal structural change Integrated strategic management
Differentiation and integration Culture change
Cooperative union–management projects Strategic change
Quality circles Self-designing organizations
Total quality management
Work design
Evaluating the Training Effort
► Designing the Evaluation Study
► Time series design
► Controlled experimentation

► Choosing Which Training Effects to

Measure
► Reaction of trainees to the program
► Learning that actually took place
► Behavior that changed on the job
► Results achieved as a result of the
training
KEY TERMS

employee orientation virtual classroom

training lifelong learning
negligent training management development
task analysis job rotation
competency model action learning
performance analysis case study method
on-the-job training management
(OJT) apprenticeship game role playing
training behavior
job instruction training (JIT) modeling
programmed learning in-house development center
electronic performance support executive coach
systems (EPSS) organizational development
job aid controlled experimentation
Group Formation and Exercises