The Best Minute

I Spend
Is the One I Invest
In People

ORIENTING EMPLOYEES
Employee

orientation provides new

employees with the basic background
information they need to perform their
jobs satisfactorily

Prentice Hall 2003

ORIENTING EMPLOYEES
Covers
employee benefits
personnel policies
the employees daily routine
company organization and operations
safety measures and regulations

Prentice Hall 2003

Orientation and Placement

Orientation:

Program for briefing new

employees on introduction of organization,
benefit programs, rules and regulations and
provide them with an Employers Handbook of
the policies and practices of the organization.
Orientation covers HR practices, safety
regulations, work time, tea/coffee break, meal
time, history of the organization, products and
service of the organization

The new employee should:

feel welcome
understand the organization in a broad
sense
be clear about what the firm expects in
terms of work and behavior
begin the process of socialization
Prentice Hall 2003

 Socialization

- ongoing process of
instilling in all employees the prevailing
attitudes, standards, values, and
patterns of behavior that are expected
by the organization and its
departments.

Prentice Hall 2003

Developing Human Resources

Developing HR is enhancing capability of
existing HR or increasing the value of HR
inventory by providing them training and
higher responsibilities for the growth of
their career which shall also meet the
organizational requirement that may arise
in the future.
Training
Career Development

Training & Development

Training

Helping employee to do their present

job in a better way.

Development

Preparing employee to handle the

future responsibilities smoothly.

Training
Training

is a learning
experience in that it seeks a
relatively permanent change in
an individual that will improve
his or her ability to perform on
the job.
DeCenzo and Robbins

Training includes
Training is combination of KSA
Increasing

the Existing Level of

Knowledge,
Enhancing the Existing Level of Skills,
and
Bring About Positive Change in the
Attitude.

Needs
analysis
Instructional
design

Evaluation
Training and
Development
Process

Implementation
Prentice Hall 2003

Validation

The Training and Development

Process

Needs analysis

Identify job performance skills needed, assess prospective trainees

skills, and develop objectives.

Instructional design
Produce the training program content, including workbooks, exercises,
and activities.

Validation
Presenting (trying out) the training to a small representative audience.

Implement the program

Actually training the targeted employee group.

Evaluation
Assesses the programs successes or failures.

812

1.

The first, or needs analysis step,

identifies the specific job performance
skills
needed,
assesses
the
prospective
trainees
skill,
and
develops
specific,
measurable
knowledge and performance objectives
based on any deficiencies.

2. In the second step, instructional

design, you decide on, compile, and
produce the training program content,
including workbooks, exercises, and
activities. Here youll probably use
techniques like those discussed in this
chapter, such as on-the-job training and
computer-assisted learning.

3. There may be third, validation step, in

which the bugs are worked out of the
training program by presenting it to a
small representative audience.

4. The next step is to implement the

program, by actually training the targeted
employee group.
5. The final is an evaluation step, in which
management assesses the programs
successes or failures.

Determining Training Needs

Evaluating the Training need is done

by comparing the current level of
performance and expected level of
performance. If the current level of
performance is found at lower than the
expected performance, then there is a
room for improvement which can be
addressed through training.

Determining Training needs

What are the Organizations Goals?

What tasks musts be performed to achieve the
Goals?
What behavior are necessary for each
personnel to complete his or her assigned
task?
What attitude deficiencies, if any do personnel
have in their skills, knowledge or attitude
required to perform the necessary behavior?

How can performance gap can be found out?

Commonly performance gap can be found

By

observing the behavior of the

employee

By

going through the performance

appraisal

By

appraising the attendance

By

talking to the employee

Types of Trainings
Orientation
Refresher

Training
Job Training
Promotional Training
Remedial Training
Safety Training

Formal Employee Training Methods

On the Job Training

Off the Job Training

On the Job Training

Strengths
Simple

and good method of learning

Low cost to operate
Learning by doing
Easy to monitor

Weakness
Low

productivity

On the Job Trainings

Apprenticeship
Job

Program

Instruction Training

Management Trainee Program

Apprenticeship Training
Individuals

become skilled
workers through a
combination of classroom
instruction and on-the-job
training

Prentice Hall 2003

On the Job Trainings

Apprenticeship Programme
This type of programme is launched
for technical staffs such welder,
plumber, electrician etc.They learn
some trade in technical school and
practice them by being apprentice.
After completion of apprenticeship
they become a mechanic or a
technical staff.

Job Instruction Training

Many jobs consist of a logical sequence of

steps and are best taught step-by step.
This step by step process is called job
instruction training (JIT).
To begin, list all the necessary steps in the job,
each in its proper sequence.
Alongside each step also list a corresponding
key point.
The steps show what is to be done, and the
key points show how its to be done and why.

Job Instruction Training

This concept was developed during 2nd war time to
develop supervisor to train Operator .

Four Basic Steps

Preparing the trainees by telling them about
the job and over coming their uncertainties.
Presenting the instruction, giving essential
information in a clear manner.
Having the trainee try out the job to
demonstrate their understanding
Placing the worker into the job, on their own
with a designated resources person to all
upon should they need assistance.

Management Trainee Program

This type of program is launched by
some organization which takes
fresh college or institutes graduates
and put them in, on the job training
program to learn the trade. After
completion of Management Training
program they become a (staff)
Assistant Manages or Officers.

Off-the-job Training
1.
2.
3.
4.
5.
6.

Classroom Lecture/Conference
Audio-Visual
Simulation Exercise
Experimental method
Computer modeling
Vestibule Training

Off-the-job Training
1. Classroom Lecture/Conference

Most Common Method of Off-the-Job Training.

Least expensive since it is used for large group and

cost per trainee is low.

The learners are passive

Violates the principle of learning by doing.

Combine lecture with other methods such as Group

discussion for effectiveness.

Off-the-job Training
2. Audio Visual Based Training

Very effective

Less expensive

Widely used

The Ford Motor Company uses film in its dealer

training sessions to simulate problems and
sample reactions to various customer
complaints.

Audio-visual and Distance

Learning Techniques
Tele-training

- trainer in a central
location can train groups of employees
at remote locations via television
hookups
Videoconference Distance Learning a means of joining two or more distant
groups using a combination of audio
and visual equipment
Prentice Hall 2003

People Remember
10 percent of what they read
20 percent of what they hear
30 percent of what they see
50 percent of what they hear and see
70 percent of what they talk about
80 percent of what they use and do

3. Simulated Training
Learn on the actual or simulated equipment
they will use on the job but receive their
training off the job
Necessary when it is too costly or
dangerous to train employees on the job
Flight simulators

Very effective

Less expensive

Occasionally called vestibule training

Prentice Hall 2003

4. Experimental Exercise/
Demonstration
Very

effective

Less

expensive

Demonstrator

(instructor) actually shows

how to do something.
For

e.g. Instructor shows a pilot trainee

how to manipulate controls in airplane.

5.Computer Modeling/Computer based

training

Very effective

Less expensive

McDonalds developed about 11 different

courses for its franchisees employees, and put
the programs on DVDs. The programs consist
of graphics-supported lessons, and require
trainees to make choices to show their
understanding.

6.Vestibule training
This

method attempts to duplicate the on

the job situation in a company classroom,
machines, equipment, tools, systems
which are very much identical with works,
are generally kept in the company training
center for the purpose of training.

 There

are many advantages of vestibule

training. The workers are trained as if on
the job, but it did not interfere with the
more vital task of production.
It is very much useful for the semiskilled, skilled and executives. With the
help of this training process, at a time so
many trainees can be trained like trained
clerks, bank tellers, machine operators,
inspectors, testers, etc.

Management Development
It is more concerned with developing the

Managerial ability through education

than training for immediate performance
enhancement. It focuses more on
Managers personal growth. These
management development activities are
carried out to develop analytical and
conceptual abilities.

What Is Management
Development?

Management development

Any attempt to improve current or future management performance

by imparting knowledge, changing attitudes, or increasing skills.

Succession planning
A process through which senior-level openings are planned for and
eventually filled.
Other development programs aim to fill specific top positions, such as
CEO.
Succession Planning refers to the process through which a company
plans for and fills senior-level openings.
For e.g. GE (General Electronics) spent several years developing,
testing, and watching potential replacements for CEO before finally
choosing Jeffrey Immelt.

The typical succession planning process involves several

steps:
Anticipate management needs (based on strategic
factors like planned expansion).
Review firms management skills inventory (data on
things like education and work experience, career
preferences, and performance appraisals to assess current
talent).
Create replacement charts ( that summarize potential
candidates and each persons development needs).
Begin management development

Managerial on-the-Job Training

Job rotation
Moving a trainee from department to department to
broaden his or her experience and identify strong and weak
points.

Coaching/Understudy approach
The trainee works directly with a senior manager or with
the person he or she is to replace; the latter is responsible
for the trainees coaching.

Action learning
Management trainees are allowed to work full-time
analyzing and solving problems in other departments.

2005 Prentice Hall Inc. All

rights reserved.

842

Off-the-Job Management Training

and
Development
Techniques

Case study method

Managers are presented with a description of an

organizational problem to diagnose and solve.

Management game
Teams of managers compete by making
computerized decisions regarding realistic but
simulated situations.
Actual business decisions i.e. how much product to
produce, how much $ to spend on marketing, how much
inventory to maintain, etc.

Outside seminars
Many companies and universities offer Web-based
and traditional management development
843
seminars and conferences.

Off-the-Job Management Training

and Development Techniques
(contd)
Role playing
Creating a realistic situation in which trainees
assume the roles of persons in that situation.

Behavior modeling
Modeling: showing trainees the right (or model)
way of doing something.
Role playing: having trainees practice that way
Social reinforcement: giving feedback on the
trainees performance.
Transfer of learning: Encouraging trainees apply
their skills on the job.
2005 Prentice Hall Inc. All
rights reserved.

844

Off-the-Job Management Training

and Development Techniques
(contd)

Corporate universities
Many firms, particularly larger ones, establish in-house
development centers (often called corporate universities).
GE, McDonalds, and IBM are and special programs aimed at
supporting the employers management development needs.
Provides a means for conveniently coordinating all the
companys training efforts and delivering Web-based modules
that cover topics from strategic management to mentoring.

In-house development centers

A company-based method for exposing prospective
(potential/future) managers to realistic exercises to develop
improved management skills.
2005 Prentice Hall Inc. All
rights reserved.

845

Off-the-Job Management Training

and Development Techniques
(contd)

Executive coaches
An outside consultant who questions the
executives boss, peers, subordinates, and
(sometimes) family in order to identify the
executives strengths and weaknesses.
Counsels the executive so he or she can
capitalize on those strengths and
overcome the weaknesses.
2005 Prentice Hall Inc. All
rights reserved.

846

Importance/Benefits of
Developing HR
1.
2.
3.
4.
5.
6.
7.
8.

Quick learning
Higher productivity
Standardization of procedures
Less supervision
Economical operations
Higher morale
Preparation of future managers
Better management

Benefits of Training to
Employees
1.
2.
3.
4.
5.
6.

Confidence
New skills
Promotion
Higher earnings
Adaptability
Increased safety

ethods of

valuating

raining

ffectiveness

Observed Method

Test-retest Method

Pre-post Performance Method

Experimental-control group Method

Trainee Survey

Cost-effectiveness Analysis

ethods of

valuating

raining

ffectiveness

Observed Method: Observation the

performance of the individual or
group by immediate supervisor.

ethods of

valuating

raining

ffectiveness

Test-retest Method: Two tests are

taken (pre-post) Training Program.
Both tests are compared and
effectiveness is evaluated on the
basis of the gap between two tests.

ethods of

valuating

raining

ffectiveness

Pre-post Performance Method:

Evaluation is done by observing the
Individual Performance or after
training job related behavior.

M E
T E
Experimental-control group Method:
ethods of

valuating

raining

ffectiveness

Experimental-control group Method:

Participants are divided into two groups Experimental and

Control Group

Groups are established on the basis of Skills + Intelligence +

Learning

Control group works - without instruction

Experimental Group works with instruction

Achievement of training of both the groups are evaluated and

compared

Both groups performance is revalued Pre & Post Training

If the performance of the experimental Group is improved

substantially the Training Programme may be rated effective.

ethods of

valuating

raining

ffectiveness

Trainee Survey

It may not be reliable

A questionnaire is sent to the trainee after the

completion of the program to get their
reflections about the training programs value
or usefulness.

Trainees options could also be obtained

through interviews.

ethods of

valuating Training Effectiveness

Cost-effectiveness Analysis
How high the cost is ? Should be

known.
Too much expenses on the training is
not considered better.
Low cost as much as possible, but
should be result oriented, goal oriented.

Sophocles Quote
Theidealconditionwouldbe,I
admit,thatmen[andwomen]
shouldberightbyinstinct
(nature).Butsinceweareall
likelytogoastray(outoftrack),
thereasonablethingistolearn
fromthosewhocanteach.
Antigone Greek Tragedy by Sophocles 495 BC - 406 BC

Consider Your Life Experience

Was there someone who helped
you get started at work?
Was there a teacher who had a
positive impact on your life?
Probably two or three people
had an impact on your life

Mentor Definition

A mentor serves as a role

model, coach, and
confidante, offering
knowledge, insight,
perspective, or wisdom
useful to the mentee.

Mentoring
During the last two decades or so, many
organizations have introduced mentoring
program to assist employees
Mentors are more experienced employees
(and often managers) who guide,
encourage and support younger or less
experienced employees, or protgs
(disciples).

A perspective (view) on
mentoring

Mentoring relates primarily to the identification and

nurturing of potential for the whole person; it can be a
long term relationship, where the goals may change but
are always set by the learner. The learner owns both the
goals and the process.

(Megginson and Clutterbuck, 2004)

Mentors Primary Directive

First, Do No Harm!

Benefits for New Members,

Part 1
Learn the program
- Become familiar with manual
- Reduce difficulty of new

experiences
Learn Club standards and customs

Benefits for New Members,

Part 2
Develop confidence
- From knowledge

Participate more
- Through enjoyment
Quickly learn speaking skills
- Coached, enabling faster learning

A Mentoring Program Helps

Experienced Members
Further refine skills
- Lubricate rusty skills

Learn new skills

- Learn from other advanced

members, or officers who have

particular skills

Benefits for Mentors

Mentors
Learn from mentees
Remain productive
Do something for others
Receive recognition

Benefits for Clubs

Clubs with mentor programs

Have more members

- Reduced turnover
- Develop friendships
Have more satisfied members
Retain more members
- Through fulfillment

Qualities of Mentors, Part 1

A good mentor is
Available
Patient
- Provide what it takes
Sensitive
- Keep confidences

Qualities of Mentors, Part 2

Respectful
- Differences
Flexible
- Not always 100% agreement
Supportive of Club
- Show pride in club
Knowledgeable

Qualities of Mentors, Part 3

Confident
Good listener
Concerned about others
- Care about people
- Desire to truly help

Initially Mentors Should, Part 1

Sit with new members
- Cover Mentor Guidelines
Orient them to Club customs and
procedures
- Explain functions and
assignment process

Initially Mentors Should, Part 2

Help with Ice Breaker speech
- Make new member comfortable

Next, Mentors Should, Part 1

By the next meeting, a mentor should:
Make sure members aware of resources
- Explain roles of officers
Provide positive feedback
- Through compliments

Next, Mentors Should, Part 2

By the next meeting, a mentor
should:
Explain responsibilities
Help with speeches and assignments
- Provide personal evaluations
- Explain function roles

Later, Mentors Should, Part 1

Eventually, mentors should also do
the following:
Tell how youve benefited
- Share your goals and lessons
Invite them to other events
- Speech Marathons

Later, Mentors Should, Part 2

Eventually, mentors should also do the
following:
Acknowledge their progress
Explain officers duties
- Shadow Program
Explain speech contests

Continuous Improvement
Remember that new members tend to
be shy
Provide more than one way to stay in
touch with them
New members may provide new
perspectives to share with Club
Officers

Qualities of Mentees, Part 1

Eager to learn
- Take on new challenges
Receptive (open)
- Open to feedback
- Opportunity to improve

Qualities of Mentees, Part 2

Open to new ideas
- View things from other perspectives
Loyal
- Keep confidences and trust
Grateful
- Through appreciation

A Finite Relationship
A mentor relationship does not last
forever:
- The purpose is to teach a mentee to
think independently and successfully

Former mentees acquire the skills and

knowledge to become mentors
themselves

Employee
Empowerment

Definition

Empowerment:

sharing varying
degrees of power with lower-level
employees to better serve the
customer.

Benefits

Improved employer satisfaction.

By being shared, organizational power
can grow.
Employees to perform better.
Increases trust in the organization.
Reduces Turnover rates.

Complications
Giving

up control can be threatening to

some managers.
Managers may not want to share power
with someone they look down upon.
Managers fear losing their own place
and special privileges in the system.

Empowerment Process
Determining

the skill level of the employee

Providing for employee training as needed
Coaching tasks with which the employee has
some skills but is lacking experience or
motivation
Supporting tasks where the employee knows
what to do but is still lacking confidence in
their abilities
Delegating tasks where the employee is
motivated and fully capable.

Statistics
Motorola

Estimated $30 return on every $1 spent on

employees
Of

the 40 best companies to work for,

according to the Graziadio Business
Report, only in six did employee
empowerment not play a key role in
their success (Pepperdine University)

Important People Saying Important

Things
The

best executive is the one who has the

sense enough to pick good men to do what
he wants done, and self-restraint enough to
keep from meddling with them while they do
it. Theodore Roosevelt
"As a society we know the best way to
organize people is freeing them to organize
themselves. Why should it be any different in
business?" - Petzinger

Questions?