A Presentation on Training & Motivating

Newly Recruited Employees

By Syed Imtiaz Hussain

Activity 01

Module Introduction
& Introduction of participants

Module Objectives
UNDERSTANDING your employees . . . . Their training needs and their motivation sources How to train newly recruited staff . . . . . . A decision between Effectiveness & Efficiency? From where does the Motivation for a New comer comes? Can Training be used as a motivation factor?

Training Newly Inducted Employees

Part One

Why to Train???
Employees paradigm: 1. They lack company knowledge in a deeper sense 2. They lack the product knowledge 3. They lack the skills needed to carry on the job effectively and efficiently

Why to Train???
Managements paradigm: 1. Environment is Changing 2. Speedy Expansion of organisation 3. Intensified competition 4. Technological Changes 5. Search for improved Productivity

Why to Train??
1. Does providing them training mean they are insufficient to perform well in the organisation?

No

Yes

1. Training is about making them Company-Specific & Job-Specific? No

Yes

Initial Training is all about. . .

Orientation of the Company Telling them about: Who we are . . . . . . (Company Knowledge) & What we do. . . . . . (Product Knowledge) And Telling them How YOU are going to do what we do. . . . . . (Job Knowledge)

Initial Training is all about. . .

Orientation of the Company Telling them about: Who we are . . . . . . (Company Knowledge) & What we do. . . . . . (Product Knowledge) And Telling them How YOU are going to do what we do. . . . . . (Job Knowledge)

Who WE are?
paint manufacturing for almost two centuries A RELIABLE PAST, A CONFIDENT FUTURE

Initial Training is all about. . .

Orientation of the Company Telling them about: Who we are . . . . . . (Company Knowledge) & What we do. . . . . . (Product Knowledge) And Telling them How YOU are going to do what we do. . . . . . (Job Knowledge)

What WE do?
About the Product

Initial Training is all about. . .

Orientation of the Company Telling them about: Who we are? . . . . . . (Company Knowledge) & What we do?. . . . . . (Product Knowledge) And Telling them How YOU are going to do what we do?. . . . . . (Job Knowledge)

How YOU are going to do what we do?

An employee may be perfect but his/her skills may not be perfect! For carrying on the job in most effective way employee skills need to be developed What skills do we train? & How do we know which area needs to be developed most?
 TNA; Training Need Assessment is an effective tool to measure the level of training needs of the newly recruited staff.  TNA can be easily carried out during the interviews, test or Forms designed to test the competency level of a candidate.

Skill Categories
Basic Literacy . . . . . . . . . . Tested in recruiting the staff Technical . . . . . . . . . . . . . Since they are newly inducted, it
goes without saying that ALL OF THEM need to be trained technically about the Product, Prodedures

Problem solving . . . . . . . .For non routine jobs, problem

solving becomes more important. And its an integral part of selfmanaged teams and TQM

Interpersonal . . . . . . . . . . This area is an Opportunity or

will be a Threat if not measured and bridged through training them

Technical Skills Training

Training of the product itself Training of using/application of the product Training of implications the product proposes Training of potential problems related to the product Communicating the solution to customer (Interpersonal skill)

Technical Skill Training in Berger

The principle cause for technical training is: Know Your Product First ! it is of prime importance to Sales staff. Hands-on technical laboratory experience Practical application of the paints Learning the best ways of applying paints Learning the Tips & Techniques that yield impressive results..

Problem-Solving Skills Training

Knowledge about Problem causing factors . . . . Assess Causation Knowledge about possible options . . . . Develop Alternatives Analytical skill to evaluate the options . . . . Analyze Alternatives Knowledge of selection parameters . . . . Select Solutions

Interpersonal Skills Training

Learning how to be a better listener How to communicate ideas more effectively? How to be an effective team player? Diversity training . . .managing and valuing diversity
 Awareness training . . . Understanding the need of managing diversity  Skill-building training . . . . Understanding the cultural differences

Let us take an example. . .

Learning how to be a better listener How to communicate ideas more effectively How to be an effective team player Diversity training . . .managing and valuing diversity
 Awareness training . . . Understanding the need of managing diversity  Skill-building training . . . . Understanding the cultural differences

How to be a better Listener?

Seek First to understand and then to be understood
Seven Habits of Highly Effective People, Stephen Covey

Are Hearing & Listening same? Take a sales scenario:

 A newly recruited Sales Representative needs to be trained on how to listen customer effectively

Listening effectively or patiently . . . What is better?

 Effective Listening give the customer an impression that you are Interested in what he/she is complaining about  & you are deeply concerned about it  & you are eager to solve that problem the customer is facing

Effective Listening - 8 Behaviors

Make eye contact Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Ask questions Paraphrase Avoid interrupting the speaker Dont over talk Make smooth transitions between the roles of speaker and listener

Generally used Training Tools

Videotapes Lectures One-on-one instruction Role plays Games Computer based learning Audiotapes Self-assessment/ self-testing instruments Case studies

What is the best & easiest tool for Effective Listening we just discussed?

Role Plays

Training Methods
What works best: ON-THE-JOB TRAINING Or OF-THE-JOB TRAINING Or A blend of both

TRAIN YOURSELF!!
Sharpen the Saw
Seven Habits of Highly Effective People, Stephen Covey

Motivating Newly Inducted Employees

Part Two

Willingness to exert HIGH levels of effort toward organisational goals, conditioned by the efforts ability to satisfy some individual need

"The heart of motivation is to give people what they really want most from work. The more you are able to provide what they want, the more you should expect what you really want, namely: productivity, quality, and service."
Twyla Dell writes of motivation, (An Honest Day's Work (1988))

What Motivation will do for organisation?

A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people:
     Achieve goals Gain a positive perspective Create the power to change Build self-esteem and capability Manage their own development and help others with theirs

Point to Pause!
If no customer = no profit no profit = no business this means: no customer = no business Therefore customers ARE the business! So the Ones in direct contact with customers are as important as the customer themselves

Point to Pause!
External Customers

People who directly serve External customers

People who serve the Internal customers

Vicious slide downwards - VSD

Poor service leads to Upset customers leads to Negative word of mouth leads to A lousy reputation leads to Fewer customers leads to Lower profitsleads to Reduced income for employees leads to Frustrated managers leads to Unhappy staff leads to Poor serviceleads to

Victorious ride upwards - VRU

Great service leads to Enthusiastic staff leads to Motivated managers leads to Higher profits leads to Higher income for employees leads to More customersleads to An excellent reputation leads to Positive word of mouth leads to Delighted customers leads to Great serviceleads to

Career Stages

Career Stages What motivates when?

Establishment:
 Learning and knowledge is important  Experience in a reputable organization

Mid career
 Job growth and recognition on job as well as outside  Supporting family/ living standard, peace of mind

Late career
 Higher position in hierarchy (space for growth) ,  Chance to use experience and transfer of knowledge learnt  Exercise power

Decline
 Preparing for retirement  High delegation  Benefits like pension, gratuity, plot, hajj schemes etc

Motivating Employees
The organisations responsibility

A perfect Life-Job match creates motivation

Plan from vision to action steps

order to me time ou have ant your

Life Vision Career, Personal & Learning Objectives Short-Term Goals Action Steps
Execute from action to vision

you be ? What uld you kind of

1- Personal vision
Cultivating Pro-activity
 A move from Reactivity towards Pro-activity  From Outside-in to Inside-out

Begin with the end in mind

"Always design a thing by considering it in its next larger context -- a chair in a room, a room in a house, a house in an environment, an environment in a city plan. Eliel Saarinen, "Time", July 2, 1956

2 How you see your self?

Self-efficacy:
 Confidence in the ability to cope with life's challenges. Selfefficacy leads to a sense of control over one's life

Self-respect:
 Experience oneself as deserving of happiness, achievement and love. Self-respect makes possible a sense of community with others

3 Paradigm of Interdependence
Interdependence is a higher value than independence
Seven Habits of Highly Effective People, Stephen Covey

Creating harmony in work environment Think Win/Win Interpersonal leadership Working Together, Winning Together
 Win/Win/Win

Creative cooperation - Synergy

Link reward to success

4 Building Passion to perform

Link reward to Performance Skill-based compensation plans Flexi worksheets Effective Delegation - Involvement in decision making Variable pay plans Creating opportunities for them to Learn & Grow

5 Management as Role Models

Act as if you have high self-esteem
 Your behaviors, beliefs, attitudes, and example are a powerful role model for staff members. How you look, talk, present yourself, and act send the most powerful message possible to all staff members

Practice personal integrity and fairness

 Model it and expect it from others. People who feel they can tell the truth, without fear of reprisal, grow as they experiment and experience success and failure

Provide frequent feedback

 Frequent feedback that reinforces what people do well and corrects the approaches that need improvement

Learn what staff members feel good and positive about doing
 Maximize their opportunity to contribute in these activities

Provide assignments that stimulate growth

 Ask people to stretch beyond what you have observed them doing in the past. Challenge staff members. Negotiate goals which are realistic, yet a stretch

 Provide positive reinforcement

. . . .Contd

 Provide positive reinforcement rewards, and recognition to reinforce the standards and practices you believe your staff members are capable of achieving

Create an environment in which people practice selfresponsibility

 Show that you trust them to report production numbers, deal with employees who are not contributing to the team effort, and succeed and/or fail at implementing new ideas

Demonstrate that it is okay to disagree with the supervisor

 Allow the implementation of new ideas, even if they are different than yours. Praise when the approach works and ask the employee to implement more good ideas

Provide clear expectations about performance standards

 Provide clear expectations about performance standards to all employees and express your sincere belief that they can meet or exceed these standards.

Publicly chart progress

 Publicly chart progress of the participants to create an ongoing sense of competition

6- Give them direction to move

If they see their path clearly they will be more motivated to move

Would you tell me, please, which way I ought to go from here? That depends a good deal on where you want to get to, said the cat. I dont much care where, said Alice. Then it doesnt matter which way you go, said the cat.
Alice in Wonderland, Lewis Carroll

An Employee will feel motivated if provided. . .

Tools to do the Job Office Atmosphere Peer Support Corporate Culture Compensation Benefits Recognition Identification Empowerment Leadership Having Fun

Motivation Vs Satisfaction
The opposite of satisfaction is no satisfaction & not motivation Motivation is something more than mere satisfaction If satisfaction is I am doing well state Than Motivation is I m delighted state So you need to do something more to Delight your employees

For more on the topic you may refer to:

Organizational Behavior
Stephen. P Robbins

Seven Habits of Highly Effective People

Stephen Covey

Thank you!
Your comments are welcome