Title: Canadian%20Human%20Resource%20Management:%20A%20Strategic%20Approach
1Canadian Human Resource Management A Strategic
Approach
- Orientation and Training
- Chapter 7
1
2The Balance Between New Employee Capabilities and
Job Demands
New Employee Capabilities
Job Demands
Orientation
Training
2
3Orientation Programs
- Programs that familiarize new employees with
their roles, the organization, its policies and
other employees and promote the socialization
process. - Socialization the continuing process by which
an employee begins to understand and accept the
values, norms, and beliefs held by others in the
organization.
3
4Purposes of Orientation
- Reduce employee turnover
- Reduce errors and save time
- Develop clear job and organizational expectations
- Improve job performance
4
5Purposes of Orientation
- Attain acceptable job performance levels faster
- Increase organization stability
- Reduce employee anxiety
5
6Purposes of Orientation
- Reduce grievances
- Result in fewer instances of corrective
discipline measures
6
7Topics often covered in Employee Orientation
Programs
- Organizational Issues
- Employer history
- Organization
- Names/titles of key executives
- Employees title and department
- Physical facilities
- Probationary period
7
8Topics often covered in Employee Orientation
Programs
- Organizational Issues
- Product line or service
- Production process
- Policies and rules
- Disciplinary regulations
- Employee handbook
- Safety procedures and enforcement
8
9Topics often covered in Employee Orientation
Programs
- Employee Benefits
- Pay scales/paydays
- Vacations and holidays
- Rest breaks
- Training and education
9
10Topics often covered in Employee Orientation
Programs
- Employee Benefits
- Counselling
- Insurance
- Retirement
- Employer-provided services
- Rehabilitation programs
10
11Topics often covered in Employee Orientation
Programs
- Introductions
- To supervisor
- To trainers
- To co-workers
- To employee counsellor
11
12Topics often covered in Employee Orientation
Programs
- Job Duties
- Job location
- Job tasks
- Job safety requirements
- Overview of job
- Job objectives
- Relationship to other jobs
12
13Orientation Pitfalls -- (The human resource
manager and supervisor should ensure the employee
is not
- overwhelmed with too much information to absorb
in a short time - given only menial tasks that discourage job
interest and company loyalty - overloaded with forms to fill out and manuals to
read
13
14Orientation Pitfalls -- (The human resource
manager and supervisor should ensure the employee
is not
- pushed into the job with a sketch orientation
under the mistaken philosophy that trial by
fire is the best orientation - forced to fill in the gaps between a broad
orientation by the human resource department and
a narrow orientation at the department level.
14
15Needs Assessment
- Diagnoses present problems and environmental
challenges that can be met through training, or
the future challenges to be met through long-term
development.
15
16Training Objectives should state
- the desired behaviour
- the conditions under which this behaviour is to
occur - the acceptable performance criteria
16
17Training Objectives
- Serve as the standard against which individual
performance and the training program can be
measured - Allow both the trainee and the trainer to
evaluate their success against specific goals
17
18Learning Principles
- Guidelines to the ways in which people learn most
effectively.
18
19Learning Principles
- Participation
- learn more quickly and retain learning longer
- Repetition
- etches a pattern into our memory
- Relevance
- learning in helped when material to be learned is
meaningful to the trainee
19
20Learning Principles
- Transference
- the closer the demands of the training program
match the demands of the job, the faster a person
can master the job - Feedback
- motivated learners can adjust their behaviour to
achieve the quickest possible learning curve
20
21Steps in the Evaluation of Training
Trained or Developed Workers
Evaluation Criteria
Pre-test
Post-test
Transfer to the Job
Follow-up Studies
21