Gmb 6070 session 5 - june 6th (fil eminimizer)
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Transcript of Gmb 6070 session 5 - june 6th (fil eminimizer)
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ORIENTATION, TRAINING AND DEVELOPMENT
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PRESENTATION PLAN1. Orientation, Induction
and Development2. Training3. Training Evaluation4. Group Discussion Tasks
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ORIENTATION, INDUCTION AND DEVELOPMENT
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1Employee learning and development is one of the most important aspects of work life.
The process of learning and development starts with orientation and induction.
The organization should develop and execute a dynamic orientation and induction policy to provide guidelines for onboarding new employees.
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1Orientation parameters will take the employee through:Organization framework and
ownership.Vision, Mission, ValuesFunctions (departments/units)Physical set up – amenities and
recreation.Governance, rules and regulations.Safety and health issuesOrganization philosophy
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1Policies and standard operating
procedures (SPOs) - (non-job specific).
Labour legislation and information about compensation and benefits
Occupational Safety and Health of workers and accident prevention issues
Employee relations and workforce issues (rights, responsibilities)
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1An orientation program is a set of
information designed by management to accord the new employee the opportunity to settle in her/his job as quickly and smoothly as far as possible.
Recruiting highly qualified employees does not in itself guarantee effective performance of jobs until and unless the employee is shown what to do how to do it at the required standard.
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1Job-Specific Orientation
Is a process that helps the employee understand: The job and its positioning in the structure.
Job responsibilities, expectations, duties in relation to how it impacts overall organizational performance.
Policies, guidelines, rules and regulations.
Workplace layout, fire assembly areas and emergency exits.
Knowing the co-workers and other people in the organization.
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1Job specific orientation is best conducted by the immediate supervisor, and/or manager.
Often the orientation process will be ongoing, with supervisors and co-workers supplying coaching.
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1The introduction program should be
introduced in a controlled way. A new employee can not absorb
everything at once. Employee orientation would
definitely make a significant difference in how quickly an employee can become more productive.
The way a new employee is received has a long term impact on the employee’s performance.
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1Orientation should emphasize
people as well as procedures, materials and equipment.
Employees should have a chance to get to know people and their approaches and styles in both social and work settings.
Buddy an employee to a more experienced person, but make sure the more experienced person wants to buddy up, and has requisite EQ and SQ.
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ORIENTATION BROAD AREAS
• Human Resources Information
• Department Information• Safety and Health Information
• Facilities Information• Security Information
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1Both orientation and induction provide
necessary on-boarding processes that give the joining member direction, accommodation, assimilation and acceleration.
It starts with receiving the new employee with a welcome letter.
The welcome letter helps the new employee feel wanted and welcome.
Word 2007 Document
Microsoft Office Excel 2007 Workbook
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1Induction may stretch for several weeks, or even months.
Leaving new employees to pick up things as they move along is an inefficient approach to induction - it costs the organization more time and money.
Example of an induction program:
Microsoft Office Word 97 - 2003 Document
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TRAININGSession 5
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1Purpose of training and employee development is:1. To improve performance
outcomes2. To implement an overall
professional development program
3. To implement succession plans
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4. To reposition the mindset of an employee for eligibility to assume a different job role in the organization
5. To "pilot“ or test the operation of a new performance management system
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Training can assume a 5-step process:1. Needs analysis2. Instructional design3. Validation4. Implementation 5. Evaluation
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1Basic training methods include:
1. On-the-job training2. Apprenticeship training3. Informal learning4. Job instruction training5. Lectures6. Programmed learning7. Audio-visual tools8. Simulated training9. Computer-based training10. Electronic performance support
systems11. Distance and internet-based training
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On-the-job training has four steps:1. Preparing the learner2. Presenting the learner
with the nature of the job3. Doing performance
tryouts4. Following up
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1Management development prepares employees for performance effectiveness and career growth by:Imparting knowledgeChanging attitudesIncreasing skills
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Management on-the-job training methods include:Job rotationCoachingAction learning
Using techniques such as:Case studiesManagement gamesOutside seminarsUniversity-related programsRole playingBehaviour modellingIn-house training
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1Training drives:
Behaviour change among employees trained
Application of skills and knowledge learned
Performance results and improvement of the bottom line of the business.
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Helps employees to develop technical skills and knowledge.
Helps people to identify strategies for achievement of business objectivesBenchmarkingknowledge creation and sharingattitude change
Helps people to evaluate learning to help management load the employee with more value creation tasks
Helps in measuring performance outcomes
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1Improved job satisfaction and morale among employees
Improved employee motivation
Improved efficiencies in processes, resulting in higher value contribution
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Improved capacity to adopt new technologies and methods
Improved innovation in strategies and products
Reduced employee turnover
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1Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!)
Improved governance and risk management, e.g., training about sexual harassment, diversity training
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Identify Training Needs
Organisation
Task
Person
Team
Criteria to measure impact of training
Reactions
Learning
Behaviour change
Organizational results
Design Training Program
Conduct training
Evaluate Training Program
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15-Steps in training 1. Needs Analysis
Articulate company standardsAssess employee performance
levelDevelop measurable performance
objectives
2. Instructional DesignDecide on what should be learned Decide on training plan, program,
procedure and facilitation
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13. Validation:
Justify the cost implication
4. Implementation:Select and implement the
planned training on target group
5. Evaluation of Training Impact
Measure the level of success of the training effort
Establish impact of training to the achievement of business objectives
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CLASS GROUP WORKEagles Synergy3 Team-Six
Discuss the Strategic importance of training and development of employees in an organization and the challenges faced by training and development drivers
Articulate the HR approach for effective translation of the training plan to value contribution
In which ways would an effective orientation program save the company money. What are the pitfalls of non strategic positioning of orientation and how can HR overcome the challenges?
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READING ASSIGNMENT CT: Ch.10 Pg. 350 – 389 and Ch. 12 Pg. 430
- 460
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END OF SESSION 5
Thank you
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