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HR - Ch 8.docx

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Steve Risavy

Chapter 8: Orientation and Training  Effective orientation can lead to: reduced turnover, increased morale, fewer needs of corrective discipline, fewer employee grievances, reduce number of workplace injuries Purpose of Orientation Programs Employee Orientation (Onboarding): a procedure for providing new employees with basic background information about the firm and specific info about the job Socialization: the ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behaviour that are expected by the organization. Special Orientation Situations 1. Diverse Workforce ­ If organization does not have diverse workforce, orienting employees of diverse backgrounds can be an issue 2. Mergers and Acquisitions ­ Employees hired into a newly merged company must get info about merger or acquisition 3. Union vs. Non Union Employees ­ New employees in unionized positions are given a copy of the collective agreement 4. Multi Location Organizations ­ Explain where the other locations are Problems with Orientation Programs  Too much information is provided in a short period of time, employee is overwhelmed  little or no orientation is provided  Information is too broad to be meaningful for a new employee  Information is too detailed for employee to remember Evaluation of Orientation Programs  Assessed to see if providing timely, useful information in a cost effective manner  3 approaches to evaluate: ­ Employee Reaction- ask new employees for opinion about program’s usefulness ­ Socialization Effects- how fast employees are understanding/accepting beliefs/values ­ Cost/Benefit Analysis- compare costs of orientation to the benefits (turnover reduction) Executive Integration  Executive integration must occur as an ongoing process, to learn about unspoken rules and processes  Executive integration is important is developing a productive relationship between new executive and his/her organization  Key Aspects of Integration Process Include: ­ Identifying position specifications ­ Assessing each candidate’s previous record at making organizational transitions ­ Stressing importance of listening, demonstrating competency, promoting more time talking with the boss Training  process of teaching employees the basic skills/competencies that they need to perform their jobs successfully  People have 3 main learning styles ­ Auditory:  learning through talking and listening ­ Visual:  learning through pictures and print ­ Kinaesthetic:  Tactile learning through whole body experience  To make training effective: ­ Use Meaningful material ­ Ensure that it is Easy to transfer new skills and behaviours from training site to the job site ­ Train Managers first and employees second ­ Motivate the Trainee ­ Effectively Prepare the Trainee Legal Aspects of Training  Negligent Training: ­ occurs when an employer fails to train adequately and an employee subsequently harms a third party. ­ Also, employees who are dismissed for poor performance or safety infractions can claim that employer was negligent and that training was inadequate. The 5 Step Training Process 1. Needs Analysis 2. Instructional Design 3. Validation 4. Implementation 5. Evaluation and Follow Up STEP 1: NEEDS ANALYSIS and Objectives  Identify the specific job performance skills needed, to analyze the skills and needs of the prospective trainees, and to develop specific, measurable knowledge and performance objectives  2 techniques for identifying training needs: ­ Task Analysis: study of a job to identify the skills and competencies it requires so that an appropriate training program can be instituted (Determining needs of NEW employees) ­ Performance Analysis: Verifying that there is a performance deficiency and determining whether that deficiency should be rectified through training or through some other means, such as transferring the employee (Performance of CURRENT employees) Task Analysis: Assessing the Training Needs of New Employees  Identifying competencies and skills required to perform job related tasks  Develop the skills and knowledge required for effective performance  Job description and specification are helpful here Performance Analysis: Determining the Training Needs of Current Employees  Verifying if there is a performance deficiency and whether the deficiency is caused from lack of training or another problem (ie morale)  1. Appraise employee’s performance ­ Must compare current performance with what it should be in order to improve it  Distinguish between can’t do and won’t do – heart of performance analysis STEP 2: INSTRUCTIONAL DESIGN Traditional Training Techniques: On the Job Training  Person learning a job by actually performing it (Most Common) Apprenticeship Training  Learner study under the guidance of a master craftsperson Informal Learning  any learnin
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