© 2005 Prentice Hall Inc. All rights reserved. 8–1

Orienting Employees• Employee orientation

A procedure for providing new employees with basic background information about the firm.

• Orientation content Information on employee benefits Personnel policies The daily routine Company organization and operations Safety measures and regulations Facilities tour

© 2008 Prentice Hall, Inc. All rights reserved. 8–2

Purpose of Orientation

Feel Welcome and

At Ease

Begin the Socialization

Process

Understand the

Organization

Know What Is Expected in Work and

Behavior

Orientation Helps New Employees

© 2008 Prentice Hall, Inc. All rights reserved. 8–3

The Orientation Process

Company Organization and

Operations

Safety Measures and Regulations

Facilities Tour

Employee Orientation

Employee Benefit Information

Personnel Policies

Daily Routine

The Training Process• Training

The process of teaching new employees the basic skills they need to perform their jobs.

• The strategic context of training Performance management: the process in which

employers use to make sure employees are working toward organizational goals.

Training?

Training helps to bridge the gapExisting

• Skills• Knowledge• Attitudes

Required• Skills• Knowledge• Attitudes

Why Do Companies Train?

• Current employees have skill deficiencies • Change: product, service, technology • Retention • Recruitment problems, lack of ability to

attract qualified employees • Performance problems • Helps to reach business goals or is viewed

as a strategic advantage

Benefits of Training

• Increased productivity. • Reduced employee turnover. • Increased efficiency resulting in financial gains. • Decreased need for supervision • Increased employee motivation

Who Provides Training and Development?

• Supervisors and other managers • Coworkers • Experts • Employee

T&D Process

Step 1: Analysis (TNA)

What Is a Training Needs Assessment (TNA)?

• A TNA is the process to determine whether training to address a performance gap is necessary.

• Training might be appropriate when the performance issue is a “can’t do” issue: Poor performance (resulting from a knowledge or skill

deficiency). Lack of basic skills (reading, writing, technology, math

skills). Legislation or policies requiring new knowledge or skills. New technology. A customer request for new products or services. Higher performance standards. New jobs.

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Training Need Analysis (TNA)

TNA is a tool toidentify the gapExisting

• Skills• Knowledge• Attitudes

Required• Skills• Knowledge• Attitudes

Why Conduct a Training Needs Assessment?

• To determine the right training for an employees’ jobs

• To determine what training will improve performance

• To ensure if training will make a difference• To differentiate training needs from

organizational problems

When Is Training NOT the Best Intervention?

• Training is not the best intervention when the performance issue is a result of:Recruiting, selection or compensation

problems. Policies and procedures issues.

A lack of coaching and feedback.Insufficient tools, equipment or resources.Physical setting problems.

A lack of motivation (job-person fit; person-

org fit); a “won’t do” issue.14

Three Types of TNA Analyses

• Organizational Analysis To align training with business strategy and to ensure there are

resources and managerial support for training.

• Task Analysis To identify the important work-related tasks and knowledge, skills,

behaviors, abilities (KSBAs)

• Person Analysis To ensure that trainees have the basic skills, motivation,

prerequisite skills or confidence.

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TNA process

Triggering Event

Actual Performance <

Expected Performance----------------------------------

Total quarterly admissions are

60% to 65% less then the total number of

prospectus sold

Organizational Analysis

• Evaluate Vision, Mission, Values, Policies

• Actual condition and employee’s perspective

TaskAnalysis

• Analyze / conduct position’s Job Analysis

IndividualAnalysis

• Match employee’s KSA with standard KSA

Identify Performance Discrepancy

----------------------------• Employee’s basic

needs are not fulfilled, which leads towards high turnover of experienced staff

• Current admission department staff lacks in customer service skills

Training Needs

Non-Training Needs

Step 2: Design

Design Phase• This phase insures the systematic

development of the training program. • This process is driven by the

products of the analysis phase and ends in a model or blueprint of the training program.

• The most important outcome of this stage is the learning objectives.

Why do we need to write objectives? • They help the instructor to design and select

instructional content and procedures

• They help the instructor evaluate or assess the success of training program.

• Training objectives based on the training needs analysis help employees understand why they need the training.

C-SMART Objective Setting

Challenging

Five criteria for an effective objective?1. The objective states a time limit.2. The objective identifies the performer(s). 3. The objective contains one or more action verbs. 4. The objective specifies the conditions of performance.5. The objective specifies an acceptable standard of

performance.

• Example: (1) At the end of the training session, (2) you will (3) operate and

perform basic activities on a computer (4) without help (5) all of the steps of the starting and shutting it without error.

Step 3: Develop

Development Phase• This phase elaborates and builds on the

Learning Objectives that were produced in the design phase.

• Development is simply diagramming or outlining the necessary activities that will assist the learners in reaching the course goals.

• The end result is training handouts or course-pack.

Steps in Development Phase• Finalize Training Methods

On-the job-training (OJT) Job Instruction Training Job Rotation Coaching Mentoring

Classroom/ Off -the job-training Lecture Computer-based instruction Role playing Experiential Training

• Develop Training Material (handouts)

Step 4: Implement

Implementation Phase

• This begins when the course is introduced in it's complete form, to the target audience.

• The Implementation Phase will continue throughout the life of the course.

Step 5: Evaluation

Evaluating the Training Effort• Training effects to measure (questioners)

Reaction of trainees to the program Learning that actually took place Behavior that changed on the job Results that were achieved as a result of the training