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MHR 523 (319)
Chapter 7

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Ryerson University
Human Resources
MHR 523
Pat Sniderman

Chapter 7 Textbook notes: Orientation, Training and Development, and Career Planning ONBOARDING- AN IMPORTANT HR activity ­ Onboarding: the process of integrating and acculturating new employees into the  organization and providing them with the tools, resources and knowledge to  become successful and productive o When you bring someone new into the company you need to onboard  them. The early experiences includes:  Orientation  Socialization  Training and development activities • Successful onboarding delivers business results, increase  employee engagement, reduce the time a new hire takes to  get up to speed in their job o Orientation: introducing the employee to the organization  Orientation programs: programs that familiarize new employees  with their roles, the organization, its policies and other employees  Orientation can serve several purposes: • Reduce employee turnover o Over 60% of employees leave within their first 6  month on a job want to try to reduce that • Reduce errors and save time o Startup cost: the additional costs associated with a  new employee because the new employee is  typically less efficient than an experienced worker;  the new worker also requires additional supervisory  times • Develop clear job and organizational expectations thus  improving job performance o What the organization expects of their workers and  vice versa • Attain acceptable job performance levels faster • Increase organizational stability • Reduce employee anxiety • Reduce grievances • Reduce instances of corrective discipline measures CONTENT OF ORIENTATION PROGRAMS Orientation program: ­ Some are conducted individually, some in groups ­ Some delivered online, some face to face ­ Length of time is different too A typical orientation program focuses on 3 main areas: ­ organizational aspects o ex: history, key ceo, safety procedure, rule of conduct, product provided,  tour of location ­ HR related policies and practices o Ex: pay scales and paydays, employee benefits, insurance, EAP services  and counseling ­ Role expectations and performance o Ex: job location, tasks, safety requirements, overview of job  OCIALIZATION ­ LEARNING  ABOUT  THE NORMS  AND  VALUES  OF THE  ORGANIZATION   ­ Socialization: the process by which people adapt to an organization through  learning to understand and accept the values, norms, and beliefs held by others in  the organization o Build relationships with their coworkers o Turning outsiders into insiders  EVALUATING THE  EFFECTIVENESS  OF ORIENTATION  PROGRAMS   ­ Reactions from new employees o Most useful method ­ Effects of socialization on job attitudes and roles ­ Degree to which the program is economical o The reduction of turnover outweighs the cost of giving the orientation  program ­ Continued use of orientation resources o Creating an orientation program and seeing if employees still regularly go  on it to check for FAQ Training and Development - a strategic tool ­ learning organization: an organization that has an enhanced capacity to learn,  adapt and change ­ knowledge management: defined as the ability to utilize people’s knowledge,  that is, information stored in people’s heads ­ talent: individuals who add value to the organization and can positively impact  organizational performance ­ human resource development (HRD): a part of human resource management  that integrates the use of training and employee and career development efforts to  improve individual, group and organizational effectiveness  RELATIONSHIP  BETWEEN  TRAINING  AND DEVELOPMENT   ­ training prepares people to do their present job ­ training refers to the planned effort by an organization to make possible the  learning of job­related behavior.  o Behavior= any knowledge and skill acquired by an employee through  practice ­ Development prepares employees for future jobs Differentiating Training and Development training Development Time frame Short term­ immediate mid to long term Focus of activity Current job/skill  Future roles and  development responsibilities/  competencies development­  multiple learning  experiences Range Individual Group/organization Goal Enhance skills in current  Optimize potential­ future  job developmental/ growth  opportunities Examples of methods used Programmed instruction,  Coaching, counseling,  role plays, job shadowing,  mentoring, conferences,  simulation, self study case study, simulations, job  rotations  URPOSE  OF TRAINING   ­ Training is an investment in human capital ­ Important to train because we need a workforce that has the capabilities to  respond quickly and reliably to new challenges  THE T RAINING  SYSTEM   ­ to develop an effective training program, human resource specialists and  managers must assess the needs, objectives, content, and learning principles  associated with training  NEEDS  ASSESSMENT   ­ Diagnoses present problems and environmental challenges that can be met  through training, or the future challenges to be met through long­term  development ­ Sometimes a change in the organization’s strategy can create a need for training o Ex: new products or services usually require employees to learn new  procedures ­ Needs assessment must consider each person. Needs may be determined by the  human resource department, supervisors, or self­nomination.  TRAINING  OBJECTIVES   ­ an evaluation of training needs results in training objectives ­ these obje
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