HIRING PROCESS

Recruitment

Selection

Socializing
 Socialization

Teaching the Cooperate Culture &

Philosophies About how to do Business

A process of adaptation that take place as

individual attempt to learn the Values &
Norms of work Roles
 Purpose of Socialization
 Influences Employee Performance
 Increase organizational Stability
 New members suffer Anxiety
 Does not occur in a vacuum
 Learn Company Values & Systems
 Increase Commitment to the success
 Willingness to work with commitment
 To know each other in the company
 Ways of Socialization

 Orientation
 Welcome Party
 Job Rotation
 On job Training
 Stages of Socialization

Productivity

Prearrival Encounter Metamorphosis Commitment

Turnover
 Stages of Socialization
Prearrival Stage
The socialization process stage that recognize
individuals arrive in an organization with a set of
organizational values, attitude & expectations

 Before Starting a Job

 Enter with Values, Attitudes,Experience
 Schools, Trainings
 Interview prepare for Organization Fit
 Stages of Socialization
Encounter Stage
The socialization process stage where individuals
confront the possible dichotomy between their
organizational expectations and reality

 Upon entry into Organization

 Shock at Possible dichotomy
 Expectation
 Reality
 Affirmation
 Detachment
 Stages of Socialization
Metamorphosis Stage
The socialization process stage whereby the new
employee must work out inconsistencies discovered
during the encounter stage

 Problem workout
 Comfortable with environment
 Productivity
 Commitment
 Turnover
 Who done Socialization
 Human Resource Manager
 Supervisor
 Peers
 Organization Culture
 CEO
 ORIENTATION

It covers the activities involve in the

introducing a new employee to
organization and to his or her
work unit
Sample New Employee Orientation Schedule
A LIFE-LABS
ΞΞPACIFIC LABORATORIES COMPANY

9:00 Welcome and overview of the day (with refreshments)

9:30 Introduction to the company
10:00 Overview of the employment relationship
• wage and salary policies • performance appraisal policies
• work schedules • discipline procedures
• parking • grievance procedures
• training opportunities
11:00 Overview of benefit options
12:00 Lunch
1:00 Benefit enrollment
2:00 Tour of the workplace
3:30 Introduction of supervisor and coworkers
 Topic Covered in Employee
Orientation part
Introduction
 To Organization
 To Supervisor
 To trainers
 To Co Workers
 To Systems
 Topic Covered in Employee
Orientation part
Job Duties
 Job Location
 Job Tasks
 Job Safety Requirement
 Overview Of the job
 Job Objectives
 Relationship With other Jobs
 Topic Covered in Employee
Orientation part
Organizational Issues
 History of the Employer
 Names & Titles of Key Executives
 Employees Titles and Department
 Layout of physical facilities
 Probationary period
 Orientation of production procedure
 Company policies & Rules
 Discipline Regulation
 Employee Handbook
 Safety procedures
 Topic Covered in Employee
Orientation part
Employee Benefits
 Pay scale & Pay Dates
 Vacations
 Rest Breaks
 Training & Education Benefits
 Counseling
 Housing Facilities
 Insurance Benefits
 Retirements Programs
 Extra Services
Orientation Performance
 EMPLOYEE TRAINING &
DEVELOPMENT
Employee training & development is essential for
the achievement of organizational goals &
effectiveness.human resource development is a
core function of human resource management. It
include training & development practices for
organizational effectiveness and improvement
Training
 Improve employee competencies needed
today or very soon
 Typical objective is to improve employee
performance in a specific job
Development
 Improving employee competencies over a
long period of time
 Typical objective is to prepare employees
for future role
Training & Development Trends

 Skill requirements will continue to increase

 Workforce will be become significantly better
educated & more diversified
 Corporate restructuring reshape the business
 Technology will revolutionized certain training
delivery methods
 The role of training method will change
 More flexible courses aimed specifically
performance improvement
 More organization will strive to become learning
organization
 Emphasis on human performance management
will accelerate
Training Process
Need Assessment

Design of Training

Delivering of Training

Evaluation of Training
 Need Assessment

A needs assessment is the process of

identifying performance requirements
and the Gap between what
performance is required and what
presently exists
Performance Gap Analysis
The differences between the (P) present
performance at the project/work & task
levels and its (S) standard performance is
called (G) Gap Analysis

Performance = Competency + Motivation + Opportunity

Competency = knowledge + Skills + Ability

G=P–S
Issues in Gap Analysis
 Some performance gaps are quite easy to
measure. For example, if the standard is to
dig a ditch 2 feet wide and 2 feet deep, but
it is dug 1 ½ foot deep, then there is a
performance gap of what the depth is and
should be. If the ditch digger does not
know how a dig a ditch two feet deep, then
it is a training problem. If the ditch digger
knows how, but did not do it, then is is
some other type of performance problem
besides training
Issues in Gap Analysis
 Some more difficult task to train and measure are
SOFT SKILLS. These address manner in which
we deal with things emotionally,such as feelings,
values, appreciation, enthusiasm, motivation &
Attitude. These traits are not observable,
therefore a representative behavior must be
measured. For example we cannot tell tell if a if a
worker is well motivated by looking at her, but
we can observe some representative behaviors,
such as being on time working with other,
performing tasks to standards, etc. probably two
of the most trained soft skills are customer
service and teamwork
Four Major Causes of Performance Problems
 Knowledge or Skills
The employee does not know how to perform the process
correctly. This problem arises when there is a new hire,
new or revised process, change in standards, new
equipment, new policies, transfer or promotion, or a new
product. In this case, there is only one solution is training
 Process
the problem is not employee related, but is cause by
working conditions, bad processes etc.
 Resources
lack of resource & Technology .
 Motivation or Culture
the employee know hoe to perform, but does so incorrectly
Note: when knowledge & skills is not the solution for the
problem the company shows response to other major
immediately feedback
 Why conduct a Training Need
Analysis
 To improve the performance in
individuals & organization
 To increase the relevance & effectiveness
of training
 To distinguish training need form
organizational problems
 Sources Determining
Training Needs
 Market Analysis
 Self Assessment
 Company records
 Unsatisfactory customer survey ratings
 Missed objective & Targets
 New facilities & technology
 Employee grievance
 Interview with managers
 Determining Training
Needs
What deficiencies, if
any do incumbents
have in the Skills, Is there a What are the
Knowledge, or abilities need for organization’s
require to exhibit the training
necessary job
Goals
behaviors

What behavior
are necessary for What tasks must
each job be completed to
incumbent to achieve their
complete his/her Goals
arranged tasks
 Components of Training Needs
Analysis

 Organization Analysis

 Operational Analysis

 Personal Analysis
 Components of Training Needs Analysis
 Organization Analysis
• Examine Mission & Strategy
• Make sure training focus on the mission of he company
• Examine Job Design & Resources Allocation
• Examine Internal Environment to determine if it is
causing problems
• What type of resources are available in the organization.
• What is the climate? Is it supportive of the training
program?
• Where would be training be useful in the
organization
 Components of Training Needs Analysis
 Operational Analysis
• Task to required to perform
• What task are to be performed
• What level they must be performed
• What KSA are necessary to be performed
• Are there any Roadblock
 Data Sources for Operational analysis
• Job Description
• Job specification
• Performance standards
 Components of Training Needs
Analysis
 Personal Analysis
• Do employees possess the necessary KSA
• Who with in the organization needs training
• What kind of training do they need
• Can they be trained
Key stages for Training Needs Analysis
 Stage A
• What is job under review
• What are main duties
• What are skills required
• What standard of people are expected for job
• Are they currently meeting these standards
 Stage B
• Identify key people or stakeholders involve
 Stage C
• Consider the best means of finding out what B
now plus what they feel they will need to know
or do to achieve A
 Key stages for Training Needs Analysis
 Stage D
• Analyze data using valid systematic method
• Match against what needs to be know or what
skills are required to find the gaps in the present
knowledge & skills
• This will identify the a training need
 Stage E
• Present the plan to management how to meet
identified needs
 Technique for investigating
Training Needs
 Direct observation
 Questionnaire
 Group discussion
 Interview
 Test
 Performance records
 Economic Gap Analysis
Having identified the problems & performance
deficiencies. We must lay out the difference
between the cost of any proposed solutions
against the cost of not implementing the solution
• What are the cost if no solution is applied.
• What are the cost of conducting programs to change the
situation.
• Is it worth our efforts to undertake the proposed
training.
• What will be the return on investment
At last you should prepare a comprehensive
report & deliver to officially concerned
 Sample TNA Form
Name: ______________________________________
Designation: _________________________________
Subjects: ____________________________________
Qualification
Degree Marks Grade/Division Board/University

Trainings
Area Venue Time Period Date
 R1 R2 Average

NA P S G E NA P S G E

Involvement of Students

Communication
Approach

Learning Environment

Motivation

Student Psychology

Course Material

Command on Subjects

Confidence

Time Management

Responsiveness

Clarity of Concepts

Discipline of Class

Dressing

Language
Review Comments and Recommendations of HOD

Signature: ____________________ Date:

__________________

Review Comments and Recommendations of Manager Human Resource

Signature: ____________________ Date:

__________________

Comments and Approval by CEO

Signature: ____________________ Date:

__________________
 Training Design
This phase insures the systematic
development of the training program.
This process is driven by the products of
analysis phase & end in a model of
training program for future development

Before training Always try to understand the

trainee
 Development of Training
Objectives
•What will be learners be able to do when they
finish the training program
•It prescribes the conditions, behaviors
(action) and standards of tasks performance
for the training setting and some time it may
include variables
•Objective should be written to be SMART
•Specific
•Measurable
•Realistic
•Time bound
 Development of Training
Objectives
Example 1: Write a customer reply letter with
no spelling mistake by using a word
processor.
Observable Action: Write a customer reply letter
Measurable criteria: with no spelling mistake
Conditions of Performance: using a word processor.
 Development of Training
Objectives
Example 2 : Smile at all customers even when
exhausted, unless the customer is irate.
Observable action: Smile
Measurable criteria: at all customers
Conditions: even when exhausted
Variable: unless the customer is irate
 Design a Training Program
Objectives
Outline
of
Training Intended
Audience Proposed
Content Training
of Method
Training & Training
techniques location &
environme
nt Support
Resources

Time
Estimates
for Training
Training Cost
Estimates Evaluation
criteria
 A Training Lesson Plan
 Topic
 Summary of key points
 Training objectives
 Duration of each activity in each session
 Training contents
 Training method activities
 Breaks (s)
 Exercise to warm-up
 Question to test understanding
 Conclusion
Methods Delivering of
Training
On the Job Training
At actual work site using the
actual equipment
Off the job Training
At training facility designed
specially for training
 Techniques Delivering of
Training
 Lec tu res  Role playi ng
 Cas e me thod s  Co mpu te bas ed
 Sim ul ati on s  Video
 Int ern ship s  Job rotatio n
 Me ntori ng  Ass ista nt to positi ons
 Dis cu ssion s  Co mmi tt ee as sig nm ents
 Game s  Out door tr aini ngs
 coa ch ing  JTI
 Why Evaluate Training
•To validate training as a Business Tool

•To justify the cost Incurred in Training

•To help improve the Design of Training

•To help in selecting Training Methods

 Uirle-Patrick Evaluation Approach

•Level 1 - Reaction
•Level 2 - Learning
•Level 3 - Behavior
•Level 4 - Results
Uirle-Patrick Evaluation Approach

•Level 1 - Reaction
•Description:
Trainee reaction to the course.
Does the trainee like the course, trainer,
facilities?
What improvement can they suggested
•Comments:
Most primitive & widely-used method
of evaluation
It is easy quick & inexpensive to administer
Uirle-Patrick Evaluation Approach

•Level 2 – Learning
•Description:
Did trainees learn what was based on
the course objectives?.
•Comments:
Learning can be measure by pre & post
tests either through written test or
through performance test
Uirle-Patrick Evaluation Approach

•Level 3 – Behavior
•Description:
Trainee behavior change on the job
Are the learners apply what they learn
•Comments:
Difficult to follow-up
Questionnaire or observation after the training
class has occurred
Collect data form superior,peer,client &
subordinate
 Uirle-Patrick Evaluation Approach

•Level 4 – Results
•Description:
Ties training to the company bottom line
Is the organization better because of training

•Comments:
Generally applies to trainings that seeks to
overcome a business problems caused by lack
of knowledge or skills
Example include reductions in cost, turnover,
accidents, absenteeism & profits
May be difficult to tie directly to training
 Evaluating Sales Teams
•Level 1 – Reaction
Are trainee satisfied? This also provides
information so that the parts they don’t like
can be improve
•Level 2 – Learning
Did the training change the attitude, increase
the knowledge or improve the skills of the
trainee? This usually required testing before
and after the training
 Evaluating Sales Teams
•Level 3 - Behavior
Are the sales people using skills & knowledge
on the job this may measured in the
verity of ways. Asking sales peoples,
observation by manager, questioning
customers
•Level 4 - Results
What effect does the training have on the
company?
Types of Evaluation Instruments

•Questionnaire
•Attitude survey
•Test
•Interviews
•Observation
•Performance records
 Summary of Evaluation
Instruments
Level 1 (Reaction)
• Questionnaire, Attitude survey, Interviews

Level 2 (Learning)
•Questionnaire, Attitude survey, Interviews
Observation ,Test
Level 3 (Behavior)
•Questionnaire, Attitude survey, Interviews
Observation
Level 4 (Result)
•Performance records
 Evaluation Methods
•Post-Training Performance Method
Evaluating training programs based on how well employees can
perform their jobs after they received the training.

•Pre-Post-Training Performance Method

Evaluating training programs based on the difference in
performance before & after one receive training
•Pre-Post-Training Performance with Control
Group
Evaluating training by comparing pre and post training results
with individuals who did not received the training
Return on Investment (ROI)
ROI is a measure of the monetary benefits
obtained by an organization over a specific
time period in return for a given investment
in a training program

In other way
ROI is the extent to which the
benefits (outputs) of training
exceed the costs (inputs)
 The process of calculation
Return on Investment (ROI)

Forecasting & Measuring Costs

Forecasting & measuring Benefits

Forecasting & Measuring Costs
•Design & Development Cost
•Resource Person Cost
•Material Cost
•Infrastructure Cost
•Time Cost
•Alternative Cost
•Evaluation cost
 Forecasting & Measuring Benefits
•Labor Saving
•Reduce duplication efforts
•Less time spent correcting mistakes
•Faster access to information
•Productivity Increase
•Improve methodology reducing the efforts time
•Higher level of skills leading to faster work
•Higher level of motivation leading to increase efforts
 Forecasting & Measuring Benefits
•Other Saving Costs
•Fewer machine breakdown
•Lower maintenance cost
•Lower staff turnover
•Lower Recruitment & training cost
Organization Development (OD)
• is the planned system wide effort that is managed
from the top of the organization to increase the
organization’s overall performance through
interventions that rely heavily on behavioral
science technology.
• OD assumes that employees desire to grow and to
develop, and have a strong need to be accepted by
others in the organization.
• OD is used to foster collaboration between
managers and employees to take advantage of the
skills and abilities of employees and to eliminate
aspects of the organization that limit employee
growth, development, and group acceptance.
Organizational Development
Organizational Development is the part of
HRM that deals with facilitating system wide
change in the organization

Whenever a change occur four areas are usually

affected, Organization's Systems, its
technology, its process & its Peoples

That is where OD comes into play OD efforts

are designed to support the strategic direction
of the business and the focus of the OD is
then to help people adapt to change
 What are the
OD Methods?
Team
Building

Third-party
Intervention Climate
Survey
 OD Methods
•Climate Surveys
Assessment of employees perceptions & attitude about their jobs
organization .

•Team Building
Activities associated with helping employees come together &
work as a Team.
•Third Party Intervention
Using outsider to assist employee in a group to change their
attitudes, stereotypes or perceptions about one another.
 Relationship of Training & Development
With
Human Resource Functions
T
R
A Recruitment
I
N
I
Availability of training may permit hiring of less qualified applicants
N
G Selection
Effective selection may reduce training Cost
&
Performance
D
E Evaluation
V
E
L Training & Development can lead to higher compensation Compensation
O Opportunity to earn more compensation can motivate trainees
Management
P
M
E
N Labor Relation
T
 Relationship of Training & Development
With
Human Resource Functions
T
R Availability of training can aid recruitment efforts
A Recruitment
I Recruitment may provide source of trainees
N
I
Availability of training may permit hiring of less qualified applicants
N
G Selection
Effective selection may reduce training Cost
&
Trai ni ng & devel op men t ai ds in the a chi eveme nt of pe rforman ce stan da rds Performance
D
E Pe rformance eva luatio n pr ovi de s basi s for deter mini ng tr ai ni ng need s and r es ults Evaluation
V
E
L Training & Development can lead to higher compensation Compensation
O Opportunity to earn more compensation can motivate trainees
Management
P
M
E Training program may include the role of the Union
N Labor Relation
Union cooperation can training efforts
T
 Learning Theory
&
Employee Training
 Learning
Is a relatively permanent change in the
behavior that result from direct or
indirect behavior
 Learning Organizations

Is one whose employees continuously attempt

to learn new things & to use what they
learn to improve product or service quality
 Learning Principles
Motivation
to learn

Learning reinforced
by the organization

Training Practice Meaningful

and and activity learning
development
Content effectively
communicated

Content transferable
to job setting

Learning require
feed back
 Learning

Unlearning

Relearning
 Assignment No.4
1. Read the book from Page No.206 (Learning Outcome) to Page no 232(Chapter
Summary).
2. Answer the question 1-10 from demonstrating comprehension on page 232.
3. Answer the Questions of case application “Team Fun” on page 233.
4. Develop the TNA Form for the following designations Marketing Manager,
Finance Manager, Production Manager, Store Manager and Purchase Manager.
6. Develop the training proposal for the marketing department on Team Building
Skills. How would you evaluate the effectiveness of training program?
7. Visit at least two international websites of training institutes and one physical
visit at any training institute, collect detail information about the training
Programs and briefly explain how you can get benefits from them.
8. Memorize all the slides and write the notes in order to compile a book on HRM
on later stage.