training, orientation and development

© HRM ONE Created by Sugiharto, SH.MM - MMX

TRAINING and DEVELOPMENT P r e s e n t e d b y S u g i h a r t o , S H . M M

© HRM Rect and Train Created by Sugiharto, SH.MM - MMX

The EMPLOYEES ORIENTATION

A procedure for providing new employees with basic

background information and INTRODUCING about

the Organization

Familiarization the new recruit /

employees to Organization and

Its values

Its beliefs and

The acceptable behaviors

MOK = MASA ORIENTASI KARYAWAN



Orientation Content

Information on employee benefits

Personnel Policies

The Daily Routine

The Company Operations

Safety measures

The regulations



4 Successful Orientation to accomplish

Make them feel welcome and at ease

Understanding the organization

in a broad sense

Make clear to them what is

expected in terms of work and

behavior

becoming socialized into the firm’s

ways of acting and doing things


Orienting = Socialization Learning how things are

done in the organization

the Main Objectives

to teach new employees about:

The Organization’s history

The Organization’s culture

The management practices

Intense socialization increases

employees’ commitment to the

success of the company



The TRAINING Of Human Resource


The TRAINING & HRD NEED TO KNOW BASIS

play a significant role in achieving a

company’s strategic goals

Training is crucial to bring about change and

the operation of a world-class organization

Recognition of cultural differences and different

work practices and approaches is important

programs must be monitored to respond to

changing needs

Training and development must be

differentiated

TRAINING And

Development


The TRAINING & HRD The FACTORS CONTRIBUTING TO HRD GROWTH

The role of HRD in improving

organizational competitiveness

The recognition of employees as a

valued resource

The Technological change

A shift in the demographic

composition of The Indonesian

workforce


HRD ACTIVITIES

Job Analysis

Performance

Management

System

Staffing Process

Organizational

Change

Organizational

Design

Human Resource Development The Relation to Other HRM Functions

HRD RESPONSIBILITIES

Supervisor

Responsibilities

Employee

Responsibilities

HRD Responsibilities

within an Organization

Human Resource Development


The TRAINING SCOPE

Effort initiated by an organization to

foster learning among its members

Tends to be narrowly focused and

oriented toward short-term

performance concerns

DEVELOPMENT

Effort that is oriented more toward

broadening an individual’s skills for

the future responsibilities

The TRAINING BACKGROUND

The Learning experience that seeks relatively permanent change

Training tends to be done for current job Training and development is

important to ensure that

people continue to learn skills,

etc. to help the company be

successful


The Affective TRAINING

OUTCOMES

The Objective to Change

Motivation

Attitudes

Values

Build team spirit

Enhance self-confidence

self-awareness

self- management

Social -awareness

Relationship management Th

e ex

amp

les

Of

Res

ult

s


The TRAINING PROCESS

The process of teaching new

employees the basic skills they

need to perform their jobs

Performance management:

the process employers use to make

sure employees are working toward

organizational goals


The TRAINING PROCESS

NEED ANALYSIS

INSTRUCTIONAL

DESIGN

VALIDATION

Implement the

program Evaluation

Identify job performance skills needed

assess prospective trainees skills

Developing objectives

Produce the training program content

Trying out the training to a small

representative audiences

Assesses the program’s

successes or failures


The SKILLS TRANSFER

Maximize the similarity between the

training situation and the work situation

Provide adequate practice

identify each feature of the machine and

/ or labeling step in the process

Direct the trainees’ attention to

important aspects of the job.

People learn best by doing


MOTIVATE The LEARNER Trainees learn best when the trainers

immediately reinforce correct responses

The Organization must provide as

much realistic practice as possible

The schedule is important

The learning curve goes

down late in the day,

less than full day training is

most effective


ANALYZING The TRAINING Needs

Task Analysis

Performance

Analysis

A detailed study of a job to identify the

specific skills required, especially for

new employees

Verifying that there is a performance

deficiency and determining whether

that deficiency should be corrected

through training or through some other

means (such as transferring the

employee)


TRAINING DEVELOPMENT

OJT – On The Job Training Having a person learn

a job by actually doing

the job.

Coaching OJT Methods Job Rotation Special assignment

OJT the Advantages Inexpensive and

immediate feedback



Steps in OJT Prepare The Learner

Present the Operation

Do The Try Out

Follow Up



Apprenticeship

training

A structured process by which people become

skilled workers through a combination of

classroom instruction and on-the-job training



Informal learning

The majority of what employees learn on the

job they learn through informal means of

performing their jobs on a daily basis.

Job instruction training (JIT)

Listing each job’s basic tasks,

along with key points, in order

to provide step-by-step training

for employees



Audio Visual Based

Training

To meet the need for organization wide training and it

is too costly to move the trainers from place to place

To expose trainees to events not easily demonstrable

in live lectures

To illustrate following a sequence over time



Simulated training

Electronic performance support systems

(EPSS)

Computer-based training (CBT)

Training employees on special off-the-job

equipment so training costs and hazards

can be reduced.

CBT Advantages

Reduced learning time,

Cost-effectiveness,

Instructional consistency

CBT Types

Intelligent Tutoring systems

Interactive multimedia

Virtual reality training

THANK YOU

For LISTENING

HRM Development Presented by

Sugiharto, SH. MM

Re-programmed

Presentation created by

ugik013 Presentation Pro

Images provided by

Personal collections

Closing theme performed by

David Archuletta

E-mail: [email protected]

STIE GICI Business School

© 2012

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