Canadian%20Human%20Resource%20Management:%20A%20Strategic%20Approach

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Canadian Human Resource Management A Strategic
Approach

• Orientation and Training
• Chapter 7

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The Balance Between New Employee Capabilities and
Job Demands
New Employee Capabilities
Job Demands
Orientation
Training
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Orientation Programs

• Programs that familiarize new employees with
  their roles, the organization, its policies and
  other employees and promote the socialization
  process.
• Socialization the continuing process by which
  an employee begins to understand and accept the
  values, norms, and beliefs held by others in the
  organization.

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Purposes of Orientation

• Reduce employee turnover
• Reduce errors and save time
• Develop clear job and organizational expectations
• Improve job performance

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Purposes of Orientation

• Attain acceptable job performance levels faster
• Increase organization stability
• Reduce employee anxiety

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Purposes of Orientation

• Reduce grievances
• Result in fewer instances of corrective
  discipline measures

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Topics often covered in Employee Orientation
Programs

• Organizational Issues
• Employer history
• Organization
• Names/titles of key executives
• Employees title and department
• Physical facilities
• Probationary period

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Topics often covered in Employee Orientation
Programs

• Organizational Issues
• Product line or service
• Production process
• Policies and rules
• Disciplinary regulations
• Employee handbook
• Safety procedures and enforcement

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Topics often covered in Employee Orientation
Programs

• Employee Benefits
• Pay scales/paydays
• Vacations and holidays
• Rest breaks
• Training and education

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Topics often covered in Employee Orientation
Programs

• Employee Benefits
• Counselling
• Insurance
• Retirement
• Employer-provided services
• Rehabilitation programs

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Topics often covered in Employee Orientation
Programs

• Introductions
• To supervisor
• To trainers
• To co-workers
• To employee counsellor

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Topics often covered in Employee Orientation
Programs

• Job Duties
• Job location
• Job tasks
• Job safety requirements
• Overview of job
• Job objectives
• Relationship to other jobs

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Orientation Pitfalls -- (The human resource
manager and supervisor should ensure the employee
is not

• overwhelmed with too much information to absorb
  in a short time
• given only menial tasks that discourage job
  interest and company loyalty
• overloaded with forms to fill out and manuals to
  read

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Orientation Pitfalls -- (The human resource
manager and supervisor should ensure the employee
is not

• pushed into the job with a sketch orientation
  under the mistaken philosophy that trial by
  fire is the best orientation
• forced to fill in the gaps between a broad
  orientation by the human resource department and
  a narrow orientation at the department level.

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Needs Assessment

• Diagnoses present problems and environmental
  challenges that can be met through training, or
  the future challenges to be met through long-term
  development.

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Training Objectives should state

• the desired behaviour
• the conditions under which this behaviour is to
  occur
• the acceptable performance criteria

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Training Objectives

• Serve as the standard against which individual
  performance and the training program can be
  measured
• Allow both the trainee and the trainer to
  evaluate their success against specific goals

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Learning Principles

• Guidelines to the ways in which people learn most
  effectively.

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Learning Principles

• Participation
• learn more quickly and retain learning longer
• Repetition
• etches a pattern into our memory
• Relevance
• learning in helped when material to be learned is
  meaningful to the trainee

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Learning Principles

• Transference
• the closer the demands of the training program
  match the demands of the job, the faster a person
  can master the job
• Feedback
• motivated learners can adjust their behaviour to
  achieve the quickest possible learning curve

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Steps in the Evaluation of Training
Trained or Developed Workers
Evaluation Criteria
Pre-test
Post-test
Transfer to the Job
Follow-up Studies
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