It is planned effort to the company to facilitate learning on the job-related competencies include knowledge, skills or behavior that are critical for successful job performance. The goal of training is to master the knowledge, skills, and behaviors emphasized in training programs and to apply them in day-to-day castles. Orientation: Training of New Employees Orientation is introducing the new employees to their Job, co-workers and the organization. New employees need to know the companies policies, rules and regulations, also the directions In order to adapt to the new working environment.
The orientation systematic approach requires attention to attitudes, behaviors, and Information that the new employees needs. A. Company policies, rules, and regulations - these cover reporting for work, time in, mime out, policies related to employees discipline and behavior while at work, and other important company regulations. B. Corporate mission and vision company officers, and corporate goals and objectives, it's product and services and other important clientèles. C. Explain the company pay system, benefits and other services available to employees and their families. Provide overview of Job setting and work rules. E. Introduce the employee to co-workers and the company's working environment f. Safety rules and health programs. The purpose of orientation of new employees - the goal of orientation is to help the ewe employees learn about the organization as soon as possible in order for them to begin contributing to the company's goals and objectives. The purposes of orientation are the following: 1 . Productivity and enhancement - employee and employer both want to start right and become productive as soon as possible. . Turn over reduction - Employees who has effective orientation programs tend to stay longer in the company. Fast employees turnover rate affects productivity and efficiency. 3. Organizational effectiveness - well oriented employee can immediately contribute to the goals and objectives of the organization. . Favorable employee impression - a good orientation programs can creates a favorable impression of the organization and its work. 5. Enhance interpersonal acceptance- it tries to ease the employee's entry into the work groups.
Employees often are concerned about meeting new people in the work force. A Systematic Approach to Training Training focus to teaching employees specific skills of creating knowledge and used to gain a competitive advantage and viewed to create an intellectual capital. The development of intellectual capital includes the following: a) Basic skills - needed o perform one's Job effectively. B) Advantage skills - the use of technology to share with other employees. C) Understanding of the customer needs - the global market is quality competitive.
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The following steps are integral instructional processes: 1 . Conducting needs assessment a. Organizational analysis b. Person analysis c. Task analysis 2. Ensuring employees readiness for training a. Attitude and motivation 3. Creating the learning environment a. Identification of training objectives and training outcomes b. Meaningful materials c. Practice d. Feedback e. Observation of others f. Administering and coordinating programs 4. Ensuring transfer of training a. Self-management of training b. Peer and manager support 5. Selecting training methods a. Presentational methods b.
Hands on methods c. Group methods 6. Evaluating training programs a. Identification of training outcome and evaluation of design b. Cost-benefit analysis 1. Assessment phase Training is the design to help the organization accomplish its objectives. Planners determine the need for training and specify the training objectives and the training efforts. The most important part of the company strategic human resource planning s the identification of knowledge, skills, and abilities that will be needed by the employees in the future as both Jobs and the organization change.
Both internal and external forces that will influence training must be considered when doing organizational analysis. A. Organizational analysis- the specific source of information and operational measures or an organizational level needs analysis. A. Grievances b. Accident records c. Observations d. Exit interview e. Customers' complaints f. Equipment of the utilization and breakdown g. Material wastage, scraps, and quality control data. Training committee, observation and need assessment data b. Task analysis- Job description and Job specification gives information on performance, skills that employees required to work c.
Individual analysis- the most common approach in making individual analysis is the use of performance appraisal data. It is a review to employees inadequacy to perform task, also enable to reveal the training needed to improve the weakness of the employees. 2. Employees readiness for training Employee must set a positive tone in training. Positive attitude is the desire of rained to learn from the training program. The following factors influence the motivation to learn: a. Self-efficiency - is the employee's belief that he can successfully learn the content of the training.
He must understand that training will be a big advantage. B. Understand that training is related to his Job. C. Awareness of training Needs Career Interest and Goal - employee must be given a chance to choose what training he wants to attend. This should be related to his needs, career interest, and personal goals in the organization as what the superior discussed. D. Basic skills - the degree f employee's desire to learn cognitive ability, reading and writing skills, and other technology changes in work environment.
3. The Learning Environment Learning involves a permanent change in behavior.
These are the specific learning involves in the training program. A. Employees need to know why they should learn b. Employees need to use their own experiences as the bases for learning c. Employees have the opportunity to practice d. Employee need feedback e. Employees learn by observing and interacting with others f. Employees need training programs to be properly coordinated and arranged Analyzing training needs Company should determine first the factors of the selection of the training and the courses and materials.
The needs for training are usually indicated in the following instances: when required skill is not possessed by anyone in the workforce; when an employee's performance is below standard, but he has the potential to improved his productivity; when morale or production is slow; when there is a past turnover of a personnel; when the rate of absenteeism or accident is high; when restiveness or dissatisfaction mounts; when supervision is lax; hen new technology is introduced; Training needs may be ascertained by considering the following questions Is there a problem to be solved?
Where does it exist (which department)? Who needs the training? What is the nature of the training? (remedial or improvement required by the situation) 4. Transfer of Training Transfer the training is the practical application of what was learned in the program. The environment is the laboratory for the transfer of learning. 5. Selecting the training method A number of different methods can be used to help employees acquire new resenting new facts, information, different philosophies, and alternative solutions or processes.
Hands-on training- a method refers to require on the Job training, simulation, business games, case studies, behavior, modeling, interactive videos, and web based training. C. Group building method - it helps trainee share ideas and experiences build group or team identity, understand the dynamics of interpersonal relationships, and get to know their own strength and weaknesses and those of their co-workers. It is simply identify as team building. 6. Evaluating the training program Evaluation of training compares the post training results to the objective expected by the management, trainers, and the trainees. . Learning - it represent the level of how well the trainees have learned facts, ideas, concepts, theories and attitude. B. Behavior - there must be change in the work attitude and behavior of the trainee after the training. Observable behavior must be must be measured in terms of work improvement, increased in work output, and work effectiveness. C. Result - employers evaluate the by measuring the effects of the training on the achievement of organizational objectives. Criteria of evaluation of training Training programs are usually evaluated on the basis of their intended objectives.
John M. Kelly suggests five steps too meaningful evaluation. 1. Determine what to measure. Decide before you begin the training of what you want to change. 2. Established a base line. Make sure you know the level of performance before training begins. 3. Isolate variables. One variable is the Hawthorne Effect, named after a general electric plant the was studied in landmark performance experiment several years ago. The effect: employees improved their performance simply because the attention of the research study it is not because of the changes in their work condition.
4. Measure Attitude.
This goes back to the problem of measuring initial reactions, but it is valuable in the overall evaluation. Did the trainee like the training? Did they think it is valuable? Often, they can provide valuable feedback or suggestion for improving training techniques.
5. Measure performance.
Go back to the base line and see what the result of the training are in terms of the criteria you established. Human resource development Development refers to formal education, Job experiences, relationships, and assessment of personality and abilities that employees prepare for the future.
Development can be thought of as the growing capabilities that go beyond those required by the current Job. It represents the employee's ability to handle a variety of assignments. Development helps employees be prepare for other positions and increase their ability to move into other Jobs that maybe available in the future. Planning and Choosing Development Approach While training considers analysis as an important component of any training and weaknesses of those that will be given these organizational interventions.
The following processes are the used in the assessment a. Assessment center - employees sent to assessment centers to take examinations covering personality test, communication skills, personal inventory assessment, benchmarking, and other examination b. Psychological testing - intelligence test, verbal and mathematical reasoning test can be styles, interpersonal response traits, and Job preferences c. Performance appraisal - performance appraisal that measures the employees' potential when done properly could be a good source of development information. Succession Planning
Planning in advance for the orderly succession and development needs of the successor is important to avoid host of potential problems. Replacement charts can be part of planning process it specifies the nature of development of each employee needs to be prepared for the identified position. Its purpose is to ensure that the right individuals are available at the right time and that they have sufficient experience to handle the target Jobs.
Human Resources Development Approaches
1 . Management coaching - the immediate supervisor coaches subordinate employee in performing certain function that necessary for his advancement.
2.Committee assignments - assigning promising employees a broadening exercise and help them to understand the personalities, issues, and the processes governing the organization
3. Job rotation - the process of switching employees from one Job to another.
4. Assistant-to-the -position - this is the assignment of an assistant to the position who works directly under the manager
5. Job enlargement -adding challenges or new responsibilities to the employee's current Job.
6. Mentoring - It helps new members bring together successful senior employees with less experience members a. Many sends employees to formal seminars, workshop and other training programs offered by training consultants and agencies Off-site or Outside Development Interventions This technique could be effective because the individual are given the opportunity to get away from the Job and concentrate solely on what is to be learned. The following are some development programs 1 . Formal education - The Company sends the employees to formal seminars, workshops and other training program covered by training consultants and agencies. 2. Team building - organizational interventions are usually conducted away from the ark about 3 to four days.
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