HRM200 Lecture Notes - Customer Service Training, Performance Appraisal, Diversity Training

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Published on 22 Apr 2013
School
University of Waterloo
Department
Human Resources Management
Course
HRM200
CHAPTER EIGHT
Orienting Employees
providing new employees with basic background information
about:
o the organization
o the job
Reality Shock: discrepancy between new employee’s
expectations and reality
Socialization: instilling in employees prevailing attitudes,
standards, values, and patterns of bahaviour expected by
organization
Purpose of Orientation Programs
better job performance
reduced turnover
less disciplinary action
fewer grievances
reduced number of workplace injuries
Content of Programs
Handbook, tour of facilities, explanation of job procedures,
summary of training to be received, explanation of
performance appraisal criteria
Special Orientation Situations
diverse workforce (may be difficult if never had diverse
workforce in past)
mergers and acquisitions (new company culture will evolve)
union vs. non-union employees (be made aware of collective
agreement if unionized; be told which positions are unionized
or not)
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multi-location organizations (new employees need to be told
where other locations are and what they do)
Problems With Orientation Programs
too much information in a short time
too many forms to fill out
little or no orientation
HR information too broad; supervisory information too
detailed
Evaluation of Orientation Programs
Must evaluate:
1. Employee reaction
2. Socialization effects
3. Cost/Benefit Analysis
Executive Integration
roles must be clarified
network of trusting relationships with key stakeholders must
be developed
culture of the organization must be learned
The Training Process
Step 1. Needs Analysis
Step 2. Instructional Design
Step 3. Validation
Step 4. Implementation
Step 5. Evaluation and Follow-up
Step 1: Needs Analysis
identify required job performance skills
analyze audience
develop specific measurable objectives
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Training Needs Analysis
Task Analysis (for new employees)
list tasks
when and how often performed
quantity and quality of performance
conditions under which performed
competencies required
where best learned
Performance Analysis (for existing employees)
appraise performance
distinguish between “can’t do” (don’t know how) and “won’t
do” (could do a good job if wanted to)
Step 2: Instructional Design
gather instructional objectives, methods, media, and
examples; prepare curriculum
ensure training materials support learning objectives
ensure quality and effectiveness of program elements
Traditional Training Techniques
on-the-job
apprenticeship
informal learning (learning that occurs in which process is
not determined or designed by organization)
job instruction training (list out steps and key points step by
step for a task)
lectures
audiovisual techniques
videoconferencing
programmed learning
1. present questions, facts or problems to the learner
2. allow the learner to respond
3. provide feedback on the accuracy of answers
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Document Summary

Providing new employees with basic background information about: the organization, the job. Reality shock: discrepancy between new employee"s expectations and reality. Socialization: instilling in employees prevailing attitudes, standards, values, and patterns of bahaviour expected by organization. Handbook, tour of facilities, explanation of job procedures, summary of training to be received, explanation of performance appraisal criteria. Diverse workforce (may be difficult if never had diverse workforce in past) Mergers and acquisitions (new company culture will evolve) Union vs. non-union employees (be made aware of collective agreement if unionized; be told which positions are unionized or not) Multi-location organizations (new employees need to be told where other locations are and what they do) Too much information in a short time. Hr information too broad; supervisory information too detailed. Must evaluate: employee reaction, socialization effects, cost/benefit analysis. Network of trusting relationships with key stakeholders must be developed. Culture of the organization must be learned.

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