increase employee satisfaction increase the performance help to achieve organizational goals...

• Increase employee satisfaction• Increase the performance• Help to achieve organizational goals

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall 9-2


• Ensures new employees know and understand company policies and procedures

• Helps employees understand how their jobs fit in with goals of the organization


Feel Welcome

and At Ease

Begin the Socialization

Process

Understand the

Organization

Know What Is Expected in Work and

Behavior

Orientation Helps New Employees

Process of “helping new employees (especially for mid and upper level managers) become fully integrated, productive and contributing members of the organization”»

• It includes the initial orientation process plus 3 – 12 months to help the new employee work productively

• Consciously creating experiences that lead to positive emotions and perceptions

• Onboarding isn’t just HR’s responsibility. Everybody who comes into contact with new hires has an impact on their experience

(David Lee, 2011)

• Shortens the time for new employees to become productive and revenue generating

• Minimize the cost of poorly trained new hires• Reduces turnover• Increases engagement• Establishes leadership credibility


• A systematic process of providing employees with competencies-knowledge,skills and abilities-required to do their current jobs

• Training is a company’s investment in its people in order to achieve its goals

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

• To ensure workers recruited and selected are able to do their jobs well

• To prepare workers for future jobs in the company

• To increase employee satisfaction and help them perform at a higher level and stay in the organization

• Contribute to the personal and career development of employees

Training and Developmen

tBusiness Strategy

Selection

Succession and Career Planning

Performance

Evaluation

Competency Development

In integrated HR systems training and development is closely linked to business strategy and built on data from other HR functions.

Competencies are used to create a framework for training and developing individuals.


• Identifies the gaps between what employees should be doing and what they are actually doing

• Organizational Analysis• Task Analysis• Person Analysis


Looks at environment for opportunities and threats, strengths and weaknesses to identify performance gaps (SWOT)• Determines external and internal factors that affect what a company is trying to do and how it can do it• External may include technology, skill sets in labor

market, new laws or new initiatives by the business• Internal may include absenteeism, turnover, accidents or grievances


Identify gaps between competencies needed to perform the work required to support organization’s goals and its employees’ current competenciesProblems in:

meeting production requirements, low levels of performance, increase in accidents, increase in customer complaints

Gaps due to: new employees hired without skill sets, change in direction for organization,


Deciding which employees actually need to participate in training. Comes from:

•observation, •performance appraisals, •succession planning, •career planning, •supervisor recommendations, •employee motivation problems

Instructional objectives describe the purpose of the training program and what it will accomplish

• Should be linked to the organization’s goals and conveyed to employees so they understand what they should learn and how to use it on the job

• Curriculum development should not be owned by HR people only but by business partners who have a deep knowledge about the subject

Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall

How people prefer to absorb and process new information:

Auditory learners hear information and process and remember it (lectures, discussions)

Visual learners need to see information (charts, pictures)

Tactile learners need to interact with the material they are learning (writing activities, take notes)

Kinesthetic learners need to be doing something rather than hear or see the materials (roles plays, simulations)


• Centralized training centers (corporate universities)

• On-the-job training (hard to regulate consistency)

• Costs will impact this decision

Hamburger University McDonald’s Center of Training Excellence

8-20

• On-the-Job Training• Projects• Lectures/Classroom training• Audiovisual Training• Simulated Training • E-Learning• College and University Programs• Rotational Job Assignments• Coaching and Mentoring


Occurs when a manager or coworker teaches an employee how to perform some aspect of a job in the actual job location• Cost effective• Employees learn while being productive• Could result in loss of productivity,

customers and/or property

Projects:New special projects can be assigned while

employees do their regular work to enable employees to develop expertise for future assignmentsClassroom training

Familiar method Less expensive Include role plays, discussions, and other

experiential activities


• Audiovisual Training• Can be viewed in individual or group

setting• Facilitated by expert on the topic • Economical way to ensure all employees

receive same information• E-learning

Involves using computers or other electronic tools (more efficient, faster, less costly, 24/7)

• Outdoor training Mostly experiential learning


• Goal is to replicate the work the employees will be doing

• Experience is engaging, fun and challenging• Developing a simulation that mirrors the work

environment can be complex and costly


• Tuition reimbursement encourages employees to take courses and complete degrees

• Usually there are restrictions on amounts paid, grades needed to qualify, and types of degrees

Coaching Developmental relationship

in which a coach helps an employee in acquiring spesific competencies or improving his/her performance or overcoming spesific issues or problems

**usually short term, focuses

on a specific skill or subject and result oriented

MentoringPersonal developmental

relationship in which a more experienced or more knowledgeable person (Mentor) helps or guides a less experienced or less knowledgeable person (Mentee or Protégé) in acquiring competencies for professional development

• a longer-term relationship (at least a year)

• development process• informal relation • voluntary

• Women executives assist other women to break the "glass ceiling"

• Business managers take new employees "under their wings"

• Older students help younger students cope with peer pressure

• University alumni provide guidance to students seeking business careers

• Experienced faculty members assist their newer colleagues

• Successful business people help new entrepreneurs starting out

• Purpose:• Develop a particular skill• Achieve a particular ambition• Complete a spesific action plan

• Provides opportunity for leaders to share their wisdom and knowledge

• Motivate learners by inspiring, exciting, and developing through coaches

• Recognition, praise and feedback given by the coaches are excellent motivators

Level 1: Reaction - How employees feel about the course, the instructor, etc. (measured through survey)

Level 2: Learning - What learning (new skills and knowledge) has occurred (measured with pre-training/post-training assessment

Level 3: Behavior – Measuring the change in behavior. Performance should improve (transfer of learning should occur on the job)

Level 4 : Business Results - What business results can be attributed to training (savings generated, revenue, error rate, etc.)

Level 5: Return on Investment – Monetary benefits are compared by the cost of the program

Intangible Measures – results that are not converted to monetary value but are important. Customer satisfaction, employee engagement, job satisfaction


• Large companies have training departments that offer training in-house and focus on employee development

• In smaller companies managers may provide training or send employees to outside programs, spending less money for formal development of employees

increase employee satisfaction increase the performance help to achieve organizational goals...

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