ORIENTATIONAND

TRAININGWhat is orientation

PurposesWho is responsible

Levels of orientationHow orientation programs are presented

What is trainingWho is responsible for training

Importance Assessing training needs

Theories of learningEvaluating training programs

INTRODUCTION

Ideally, employees who understand and accept the organization’s ways will be able to attain their own goals.

HR helps employees become well-adjusted and productive through socialization, training, and development programs.

In other words, they’re hired – now what?

THE INSIDER-OUTSIDER PASSAGE

Socialization, or “onboarding” is a process of adaptation to a new work role

adjustments must be made whenever individuals change jobs

the most profound adjustment occurs when an individual first enters an organization, i.e., outside to inside

THE INSIDER-OUTSIDER PASSAGEThe Assumptions of Employee Socialization

socialization strongly influences

employee performanceand organizational stability

socialization does not occurin a vacuum

new memberssuffer anxiety

individuals adjust to newsituations in similar ways

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THE INSIDER-OUTSIDER PASSAGEThe Socialization Process

Pre arrival Individuals arrive with a set of values, attitudes, and expectations developed from previous experience and the selection process.

Encounter Individuals discover how well their expectations match realities within the organization. Where differences exist, socialization occurs to imbue the employee with the organization’s standards.

Metamorphosis Individuals have adapted to the organization, feel accepted, and know what is expected of them.

THE INSIDER-OUTSIDER PASSAGE

The Socialization Process

Productivity

Commitment

Turnover

Outcomes

MetamorphosisEncounterPrearrival

ORIENTATIONDefinition:It is the activity such as• familiarizing new employees with the company rules, policies and procedures with the view of making the employee well-adopted to the environment.

•Rules- is that which is prescribed or laid down as a guide for conduct•Policies-is a guiding principle used to set direction in an organization. It can be a course of action to guide and influence decisions.•Procedures-is a particular way of accomplishing something. It should be designed as a series of steps to be followed as a consistent and repetitive approach or cycle to accomplish an end result.

ORIENTATIONPurposes:1. Creates initial favorable impression

• Good impression to the company and work environment on the first day make adjustment easier.

• Absences of orientation employees may learn some other way of work (trial and error)

2. Enhances personal acceptance• Helps employee in meeting the expectation of

the company and his work group.• Conforming to company norms.

3. Helps new recruit adjust himself to the job• Creates a sense of security, belongingness and

confidence of the new recruit.

ORIENTATIONWho is responsible?1. Chief Executive Officer (CEO

Best in position to rally new recruits to do their best.Two ways:

(1) give a warm welcome on the first day (saying good choice of job they had made.

(2) listen to and feel the company’s vision2. Human Resource Head

Formalization of employment (processing of employment documents: SSS, BIR, Phil Health, Pag-ibig; certificates of employment, school records etc)

Briefing on various policies: promotion, transfers, disciplinary actions, company manual, employee handout or guidebook.

3. SupervisorResponsible for making the employee feel welcome by introducing to his co-workers adapt to the work environment.

ORIENTATIONLevels of orientation1. Organizational orientation

1) Overview of the company (mission, vision)2) Review of key policies and procedures3) Compensation4) Fringe benefits5) Safety and accident prevention6) Employee and union relation7) Physical facilities8) Economic factors

2. Departmental and job orientation1) Function of the department2) Job duties and responsibilities3) Policies, procedures, rules and regulations4) Tour of the department5) Introduction to department employees

ORIENTATIONHow orientation programs are presented1. Classes2. Meetings3. Tour of the company offices

and plants4. Films5. Employee handbook6. Information leaflets7. Slides8. Charts

TRAININGDefinition:Attempt to improve the employee’s ability to perform his job so the goals of the company can be achieved.

Objective:Facilitate the accomplishment of organizational objectives;

such as generation of more sales, more effective collection or receivables, improve quality of products or services, or reduction of operating cost

TRAININGWho is responsible for training1. Supervisor

Best in position to provide training; knows what output his unit needs

Has the ability and skills and right attitude needed to impart to the new employee.

2. Personnel manger or training directorAssist provided:1) Determine what training activities are

needed.2) Evaluating the training program3) Informing management on the status of

each programs4) Selling the training program5) Integrating training programs

TRAININGImportance

1) Maintain competitive position of the company

2) Survival and growth3) Achieve cited-requirement4) Efficiency and effectiveness of

employees to perform their jobs.5) Maximum effort and minimum errors6) Equipping for new graduates and

employees who are promoted or transferred.

7) Minimize recruitment and hiring cost.

TRAININGAssessing training needs

Process designed to determine whether training is necessary or not.

Identify deficiencies between current employee behavior and necessary behavior to complete assigned

tasks

Identify task that must be completed to achieve goals

Identify necessary behavior of employees

Identify goals of the organization

Determining training needs

TRAININGMethods of identifying training needs

1. Performance review or appraisal2. Development center3. Human resource audit4. Interview5. Questionnaires6. Observation7. Review of organization or

business plan8. Desk research9. Group discussion10. Job analysis and evaluation

TRAININGMethods of identifying training needs

1. Performance review or appraisalPerformance review - study of worker’s

performance to determined how can be improved; assess performance

Appraisal – assessment of the employees quality of work in a job; undertaken by comparing performance with standard requirement; aim to determine possible improvement in performance

2. Development centersRefers to the assessment centers, use a variety

of assessment techniques to ensure the coverage of skills and attributions in the widest possible manner

Techniques used: individual, group, oral, written psychometric, personality and career interest tests.

TRAININGMethods of identifying training needs

3. Human resource auditComparing the current inventory of personnel

with the quality and quantity of employees that will be needed

If there is a gap in skills and attitudes training may be done.

HR audit will provide information on the number of vacancies arising through retirement, promotion, resignation and transfer.

4. InterviewTraining need may be ascertained through

interview; advantage: employee will have opportunity to present his own unique training need

TRAININGMethods of identifying training needs

5. QuestionnairesEconomical way of identifying training needs.Relevant personnel could be made to write their

comments on certain questions relating to training and performance

Advantage: its ability to get many responses within a short period of time.

6. ObservationDone formally or informally; observer may take notes of

his observation or fill up a structured checklist and make notes later.

7. Review of organization or business planGood source of information useful in determining

training needs.Business in expansion mode require recruitment and

appropriate training needs.

TRAININGMethods of identifying training needs

8. Desk ResearchInvolves review and analysis of internal and

external factors that affect performance of employees.

Specific information on courses offered by schools and method of instruction will provide level of knowledge of graduates.

9. Group DiscussionWay to attempt solve problem ; analysis from view

points of individuals comprising the group.10. Job Analysis and evaluationLead to the preparation of job description and job

specification. When person proposes to occupy a job found to be deficient in skills and abilities, training becomes a requirement.

TRAININGTheories of Learning

1. Operant ConditioningType of conditioning in which desired

voluntary behavior leads to a reward or prevents a punishment.

When someone associates pain with a certain behavior and continues that behavior the person is conditioned.

2. Social LearningAlso known as observational learning and

modeling refers to learning new behavior by watching and imitating the behavior of others in a social situation.

Can be achieved: observation, being told, direct experience

TRAININGTraining Methods

1. On-the-job Training2. Apprenticeship3. Off-the-job training (classroom

instruction)4. Films and videos5. Demonstration6. Case studies (case to read and analyze) 7. Simulation (duplicate actual work

situation)8. Role-playing9. Programmed learning (management

games, distance learning)

TRAININGEvaluating Training Programs

Organizations will survive and grow if the activities they undertake are effective, they are able to achieve their goals

Training outcome:1. Cognitive outcome (degree of

familiarity)2. Skilled-based outcome (technical or

motor, skills and behavior)3. Affective outcome (attitude and

motivation)4. Result outcome (benefits)