2BC3-CH7.docx

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Commerce 2BC3
Chapter 7: Training Human Resources
Nature of Training
Orientation: Planned introduction of new employees to their jobs, co-workers, and the organization
- Offered by most employers in some form or another
- Requires cooperation between individuals in the HR unit and operating managers and supervisors
- In a small organization, the new employee’s supervisor or manager usually assumes most of the
responsibility for orientation
- In large organizations, managers and supervisor, as well as the HR department, generally work as a team
to orient new employees
- Exposes employees to the culture that is fostered throughout the organization by becoming aware of
policies, procedures, practices, and organizational lingo
- Also provides new employees the opportunity to make a smoother transition to the organization, likely
making employees feel more comfortable and welcomed to the organization
- Part of a long-term investment in an employee
- Should be applied to help the organization reach the strategic goals of the organization
Advantages of Orientation
- Reduction in anxiety
- Better performance on the job
- Higher rates of retention
- More productive employee produced more quickly
- Lower grievances, likely as a result of the clear expectations that are outlined
Effective Orientation
- Contribute to both short-term and long-term success for employees
- Key purposes:
Establishes a favourable employee impression of the organization and the job
Provides organization and job information
Enhances interpersonal acceptance by co-workers
Accelerates socialization and integration of the new employee into the organization
Ensures that employee performance and productivity begin more quickly
Socialization
- Of new employees and their initial commitment to the organization are positively affected by orientation
- Enhances the person/organization fit
- Higher employee retention rates result when new employees receive effective orientation
- Contributes to overall organizational performance by helping employees to more quickly feel that they are a
part of the organization and can begin contribution to organizational work factors
Electronic Delivery
- Way of expanding the efficiency of orientation is to use electronic resources
- Place general employee orientation information on company intranets or corporate websites
- The HR staff can address specific questions and concerns
- Many new employee orientation sessions come across as boring, irrelevant, and a waste of time to both
parties
Upon completion of the orientation process, employees should begin their jobs
Training on the job will likely continue for some time
Training
- Process whereby people acquire the necessary KSAs to perform jobs
- Provides employees with specific, identifiable knowledge and skills for use in their current jobs
- Distinction between training and development, with development being broader in scope and focusing on
individuals gaining new KSAs useful for both current and future jobs
New Context of Training
- Affect four areas:
1) Organizational competiveness and training
- Training expenditures have been expected to increase
- Training budgets are being drawn from operational and developmental budgets
- Training and HR development efforts are crucial to competitive business success
- If employees are not trained all the time, they fall behind and the company becomes less competitive
- Aiding in the retention of employees
- Employers that invest more in T&D enhance retention efforts
2) Knowledge Management and Training
- The way an organization identifies and leverages knowledge in order to be competitive
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- It is the art of creating value by using organizational and intellectual capital, which is what the organization
knows, and it includes intellectual properties such as patents and copyrights
- Some definitions refer to the technology used to transfer information
- Technology can indeed help transmit knowledge, but having technology does not mean people will use it to
manage knowledge effectively
- Is a conscious effort to get the right knowledge to the right people at the right time so that it can be shared
and out into action
3) Training as a revenue source
- Can be a source of business revenue
- Customers of firms pay for additional training either by course, by participant, or as part of equipment or
software purchases
- Suppliers make a profit on the training through the fees paid by customers
- Customer satisfaction and loyalty increase if customers know how to use the products and services
purchased
- Customer training aids customer retention and enhances future sales revenue
4) Integration of performance and training
- Job training, performance, and employee learning must be integrated to be effective
- As training progressively moves closer tot eh job in order to produce real time learning, the linkage
between training and job performance is vital
- Organizations are seeking more authentic and more effective training experiences for their trainees, using
real business problems to advance employee learning
- Trainers incorporate everyday business issues as learning examples, increasing the realism of training
exercises and scenarios
- Employees share their experiences, work product, and reflections by contributing to an online repository
Performance Consulting
- Process in which a trainer and the organization client work together to determine what needs to be done to
improve results
- Compares organizational results with desired and actual employee performance
- Once the comparisons are made, then performance consulting takes a broad approach to performance
issues
- It does so by:
Focusing on identifying and addressing root causes of performance problems
Recognizing that the interaction of individual and organizational factors influences employee
performance
Documenting the actions and accomplishments of high performers and comparing them with
actions of more typical performers
- Recognizes that training alone cannot automatically solve every employee performance problem
- Managers are likely the best source of technical information used in employee skills training
Chief Learning Officers (CLOS)
- Or CKO Knowledge
- Is a leader who designs knowledge through training for individual employees and the organization
- Must demonstrate a high level of comfort in working with boards of directors and the top management
team, a track record of success in running some type of business unit, and an understanding of adult
learning technologies and processes
Training and Organizational Strategy
- The upper management group understands that the training function can provide valuable intelligence
about the necessary core skills
- If the training unit understands the strategic direction of the organization, it can find creative ways to move
people in the direction of the various strategies
- Training that is seen as being aligned with the direction that the organization is going gets higher usage,
and providing support for people to get that training is viewed by employees as positive for the strategies for
the organization
- Need significant customer service
- Differentiates you from the competitors
Benefits of Strategic Training
- Numerous
- First, strategic training enables HR and training professionals to get intimately involved with the business,
partner with operating managers to help solve their problems, and make significant contributions to
organizational results
- May also prevent HR professionals and trainers from chasing fads or the newest gimmicks
- Reduces the likelihood of thinking that training alone can solve most employee or organizational problems
- Address the most important performance issues
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