The Best MinuteI SpendIs the One I InvestIn People

Prentice Hall 2003ORIENTING EMPLOYEES Employee orientation provides new employees with the basic background information they need to perform their jobs satisfactorily

Prentice Hall 2003ORIENTING EMPLOYEESCovers employee benefits personnel policies the employees daily routine company organization and operations safety measures and regulations

Orientation and PlacementOrientation: Program for briefing new employees on introduction of organization, benefit programs, rules and regulations and provide them with an Employers Handbook of the policies and practices of the organization.Orientation covers HR practices, safety regulations, work time, tea/coffee break, meal time, history of the organization, products and service of the organization

Prentice Hall 2003

The new employee should:feel welcome understand the organization in a broad sense be clear about what the firm expects in terms of work and behavior begin the process of socialization

Prentice Hall 2003

Socialization - ongoing process of instilling in all employees the prevailing attitudes, standards, values, and patterns of behavior that are expected by the organization and its departments.

Developing Human ResourcesDeveloping HR is enhancing capability of existing HR or increasing the value of HR inventory by providing them training and higher responsibilities for the growth of their career which shall also meet the organizational requirement that may arise in the future.

TrainingCareer Development

Training & DevelopmentTraining

Helping employee to do their present job in a better way.

Development

Preparing employee to handle the future responsibilities smoothly.

TrainingTraining is a learning experience in that it seeks a relatively permanent change in an individual that will improve his or her ability to perform on the job.

DeCenzo and Robbins

Training includesTraining is combination of KSA

Increasing the Existing Level of Knowledge,Enhancing the Existing Level of Skills, andBring About Positive Change in the Attitude.

Prentice Hall 2003Training and Development ProcessNeeds analysisInstructional designEvaluationValidationImplementation

8*The Training and Development ProcessNeeds analysis

Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design

Produce the training program content, including workbooks, exercises, and activities. Validation

Presenting (trying out) the training to a small representative audience.Implement the program

Actually training the targeted employee group.Evaluation

Assesses the programs successes or failures.

The first, or needs analysis step, identifies the specific job performance skills needed, assesses the prospective trainees skill, and develops specific, measurable knowledge and performance objectives based on any deficiencies.

2. In the second step, instructional design, you decide on, compile, and produce the training program content, including workbooks, exercises, and activities. Here youll probably use techniques like those discussed in this chapter, such as on-the-job training and computer-assisted learning.

3. There may be third, validation step, in which the bugs are worked out of the training program by presenting it to a small representative audience.

4. The next step is to implement the program, by actually training the targeted employee group.5. The final is an evaluation step, in which management assesses the programs successes or failures.

Determining Training NeedsEvaluating the Training need is done by comparing the current level of performance and expected level of performance. If the current level of performance is found at lower than the expected performance, then there is a room for improvement which can be addressed through training.

Determining Training needsWhat are the Organizations Goals?What tasks musts be performed to achieve the Goals?What behavior are necessary for each personnel to complete his or her assigned task?What attitude deficiencies, if any do personnel have in their skills, knowledge or attitude required to perform the necessary behavior?

How can performance gap can be found out?Commonly performance gap can be foundBy observing the behavior of the employeeBy going through the performance appraisalBy appraising the attendanceBy talking to the employee

Types of TrainingsOrientationRefresher TrainingJob TrainingPromotional TrainingRemedial TrainingSafety Training

Formal Employee Training MethodsOn the Job TrainingOff the Job Training

On the Job TrainingStrengthsSimple and good method of learningLow cost to operateLearning by doingEasy to monitor

WeaknessLow productivity

On the Job TrainingsApprenticeship ProgramJob Instruction Training Management Trainee Program

Prentice Hall 2003 Apprenticeship Training Individuals become skilled workers through a combination of classroom instruction and on-the-job training

On the Job TrainingsApprenticeship ProgrammeThis type of programme is launched for technical staffs such welder, plumber, electrician etc.They learn some trade in technical school and practice them by being apprentice. After completion of apprenticeship they become a mechanic or a technical staff.

Job Instruction TrainingMany jobs consist of a logical sequence of steps and are best taught step-by step.This step by step process is called job instruction training (JIT).To begin, list all the necessary steps in the job, each in its proper sequence.Alongside each step also list a corresponding key point.The steps show what is to be done, and the key points show how its to be done and why.

Job Instruction TrainingThis concept was developed during 2nd war time todevelop supervisor to train Operator .Four Basic StepsPreparing the trainees by telling them about the job and over coming their uncertainties.Presenting the instruction, giving essential information in a clear manner.Having the trainee try out the job to demonstrate their understandingPlacing the worker into the job, on their own with a designated resources person to all upon should they need assistance.

Management Trainee ProgramThis type of program is launched by some organization which takes fresh college or institutes graduates and put them in, on the job training program to learn the trade. After completion of Management Training program they become a (staff) Assistant Manages or Officers.

Off-the-job TrainingClassroom Lecture/ConferenceAudio-VisualSimulation ExerciseExperimental methodComputer modelingVestibule Training

Off-the-job Training1. Classroom Lecture/ConferenceMost Common Method of Off-the-Job Training.Least expensive since it is used for large group and cost per trainee is low.The learners are passiveViolates the principle of learning by doing.Combine lecture with other methods such as Group discussion for effectiveness.

Off-the-job Training2. Audio Visual Based TrainingVery effectiveLess expensiveWidely usedThe Ford Motor Company uses film in its dealer training sessions to simulate problems and sample reactions to various customer complaints.

Prentice Hall 2003Audio-visual and Distance Learning Techniques Tele-training - trainer in a central location can train groups of employees at remote locations via television hookups Videoconference Distance Learning - a means of joining two or more distant groups using a combination of audio and visual equipment

People Remember10 percent of what they read20 percent of what they hear30 percent of what they see50 percent of what they hear and see70 percent of what they talk about80 percent of what they use and do

Prentice Hall 20033. Simulated Training Learn on the actual or simulated equipment they will use on the job but receive their training off the job Necessary when it is too costly or dangerous to train employees on the job Flight simulatorsVery effectiveLess expensiveOccasionally called vestibule training

4. Experimental Exercise/ DemonstrationVery effectiveLess expensiveDemonstrator (instructor) actually shows how to do something.For e.g. Instructor shows a pilot trainee how to manipulate controls in airplane.

5.Computer Modeling/Computer based trainingVery effectiveLess expensiveMcDonalds developed about 11 different courses for its franchisees employees, and put the programs on DVDs. The programs consist of graphics-supported lessons, and require trainees to make choices to show their understanding.

6.Vestibule training This method attempts to duplicate the on the job situation in a company classroom, machines, equipment, tools, systems which are very much identical with works, are generally kept in the company training center for the purpose of training.

There are many advantages of vestibule training. The workers are trained as if on the job, but it did not interfere with the more vital task of production. It is very much useful for the semi-skilled, skilled and executives. With the help of this training process, at a time so many trainees can be trained like trained clerks, bank tellers, machine operators, inspectors, testers, etc.

Management DevelopmentIt is more concerned with developing the Managerial ability through education than training for immediate performance enhancement. It focuses more on Managers personal growth. These management development activities are carried out to develop analytical and conceptual abilities.

What Is Management Development?Management development

Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.Succession planning

A process through which senior-level openings are planned for and eventually filled.Other development programs aim to fill specific top positions, such as CEO.Succession Planning refers to the process through which a company plans for and fills senior-level openings.For e.g. GE (General Electronics) spent several years developing, testing, and watching potential replacements for CEO before finally choosing Jeffrey Immelt.

The typical succession planning process involves several steps:Anticipate management needs (based on strategic factors like planned expansion).Review firms management skills inventory (data on things like education and work experience, career preferences, and performance appraisals to assess current talent).Create replacement charts ( that summarize potential candidates and each persons development needs).Begin management development

2005 Prentice Hall Inc. All rights reserved.8*Managerial on-the-Job TrainingJob rotation

Moving a trainee from department to department to broaden his or her experience and identify strong and weak points.Coaching/Understudy approach

The trainee works directly with a senior manager or with the person he or she is to replace; the latter is responsible for the trainees coaching.Action learning

Management trainees are allowed to work full-time analyzing and solving problems in other departments.

8*Off-the-Job Management Training and Development TechniquesCase study method

Managers are presented with a description of an organizational problem to diagnose and solve.Management game

Teams of managers compete by making computerized decisions regarding realistic but simulated situations.Actual business decisions i.e. how much product to produce, how much $ to spend on marketing, how much inventory to maintain, etc.Outside seminars

Many companies and universities offer Web-based and traditional management development seminars and conferences.

2005 Prentice Hall Inc. All rights reserved.8*Off-the-Job Management Training and Development Techniques (contd)Role playing

Creating a realistic situation in which trainees assume the roles of persons in that situation.Behavior modeling

Modeling: showing trainees the right (or model) way of doing something.Role playing: having trainees practice that waySocial reinforcement: giving feedback on the trainees performance.Transfer of learning: Encouraging trainees apply their skills on the job.

2005 Prentice Hall Inc. All rights reserved.8*Off-the-Job Management Training and Development Techniques (contd)Corporate universities

Many firms, particularly larger ones, establish in-house development centers (often called corporate universities).GE, McDonalds, and IBM are and special programs aimed at supporting the employers management development needs.Provides a means for conveniently coordinating all the companys training efforts and delivering Web-based modules that cover topics from strategic management to mentoring.In-house development centers

A company-based method for exposing prospective (potential/future) managers to realistic exercises to develop improved management skills.

2005 Prentice Hall Inc. All rights reserved.8*Off-the-Job Management Training and Development Techniques (contd)Executive coaches

An outside consultant who questions the executives boss, peers, subordinates, and (sometimes) family in order to identify the executives strengths and weaknesses.Counsels the executive so he or she can capitalize on those strengths and overcome the weaknesses.

Importance/Benefits of Developing HRQuick learningHigher productivityStandardization of proceduresLess supervisionEconomical operationsHigher moralePreparation of future managersBetter management

Benefits of Training to EmployeesConfidenceNew skillsPromotionHigher earningsAdaptabilityIncreased safety

Methods of Evaluating Training EffectivenessObserved MethodTest-retest MethodPre-post Performance MethodExperimental-control group MethodTrainee SurveyCost-effectiveness Analysis

Methods of Evaluating Training EffectivenessObserved Method: Observation the performance of the individual or group by immediate supervisor.

Methods of Evaluating Training EffectivenessTest-retest Method: Two tests are taken (pre-post) Training Program. Both tests are compared and effectiveness is evaluated on the basis of the gap between two tests.

Methods of Evaluating Training EffectivenessPre-post Performance Method: Evaluation is done by observing the Individual Performance or after training job related behavior.

Methods of Evaluating Training EffectivenessExperimental-control group Method: Participants are divided into two groups Experimental and Control GroupGroups are established on the basis of Skills + Intelligence + LearningControl group works - without instructionExperimental Group works with instructionAchievement of training of both the groups are evaluated and comparedBoth groups performance is revalued Pre & Post TrainingIf the performance of the experimental Group is improved substantially the Training Programme may be rated effective.

Methods of Evaluating Training EffectivenessTrainee SurveyIt may not be reliableA questionnaire is sent to the trainee after the completion of the program to get their reflections about the training programs value or usefulness.Trainees options could also be obtained through interviews.

Methods of Evaluating Training EffectivenessCost-effectiveness AnalysisHow high the cost is ? Should be known.Too much expenses on the training is not considered better.Low cost as much as possible, but should be result oriented, goal oriented.

Sophocles QuoteThe ideal condition would be, I admit, that men [and women] should be right by instinct (nature). But since we are all likely to go astray (out of track), the reasonable thing is to learn from those who can teach.Antigone Greek Tragedy by Sophocles 495 BC - 406 BC

Consider Your Life Experience Was there someone who helped you get started at work? Was there a teacher who had a positive impact on your life? Probably two or three people had an impact on your life

Mentor DefinitionA mentor serves as a role model, coach, and confidante, offering knowledge, insight, perspective, or wisdom useful to the mentee.

Mentoring During the last two decades or so, many organizations have introduced mentoring program to assist employeesMentors are more experienced employees (and often managers) who guide, encourage and support younger or less experienced employees, or protgs (disciples).

A perspective (view) on mentoringMentoring relates primarily to the identification and nurturing of potential for the whole person; it can be a long term relationship, where the goals may change but are always set by the learner. The learner owns both the goals and the process.(Megginson and Clutterbuck, 2004)

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Mentors Primary DirectiveFirst, Do No Harm!

Benefits for New Members, Part 1Learn the program- Become familiar with manual- Reduce difficulty of new experiencesLearn Club standards and customs

Benefits for New Members, Part 2Develop confidence- From knowledgeParticipate more - Through enjoymentQuickly learn speaking skills - Coached, enabling faster learning

A Mentoring Program HelpsExperienced MembersFurther refine skills- Lubricate rusty skillsLearn new skills- Learn from other advanced members, or officers who have particular skills

Benefits for MentorsMentorsLearn from menteesRemain productiveDo something for othersReceive recognition

Benefits for ClubsClubs with mentor programsHave more members- Reduced turnover- Develop friendshipsHave more satisfied membersRetain more members- Through fulfillment

Qualities of Mentors, Part 1A good mentor isAvailablePatient- Provide what it takesSensitive- Keep confidences

Qualities of Mentors, Part 2Respectful- DifferencesFlexible-Not always 100% agreementSupportive of Club- Show pride in clubKnowledgeable

Qualities of Mentors, Part 3ConfidentGood listenerConcerned about others- Care about people- Desire to truly help

Initially Mentors Should, Part 1Sit with new members-Cover Mentor GuidelinesOrient them to Club customs and procedures- Explain functions and assignment process

Initially Mentors Should, Part 2Help with Ice Breaker speech- Make new member comfortable

Next, Mentors Should, Part 1By the next meeting, a mentor should: Make sure members aware of resources- Explain roles of officersProvide positive feedback-Through compliments

Next, Mentors Should, Part 2By the next meeting, a mentor should: Explain responsibilitiesHelp with speeches and assignments-Provide personal evaluations-Explain function roles

Later, Mentors Should, Part 1Eventually, mentors should also do the following:Tell how youve benefited- Share your goals and lessonsInvite them to other events- Speech Marathons

Later, Mentors Should, Part 2Eventually, mentors should also do the following:Acknowledge their progressExplain officers duties- Shadow ProgramExplain speech contests

Continuous ImprovementRemember that new members tend to be shyProvide more than one way to stay in touch with themNew members may provide new perspectives to share with Club Officers

Qualities of Mentees, Part 1Eager to learn- Take on new challengesReceptive (open)- Open to feedback- Opportunity to improve

Qualities of Mentees, Part 2Open to new ideas- View things from other perspectivesLoyal- Keep confidences and trustGrateful- Through appreciation

A Finite RelationshipA mentor relationship does not last forever:The purpose is to teach a mentee to think independently and successfullyFormer mentees acquire the skills and knowledge to become mentors themselves

Employee Empowerment

Definition

Empowerment: sharing varying degrees of power with lower-level employees to better serve the customer.

BenefitsImproved employer satisfaction. By being shared, organizational power can grow.Employees to perform better.Increases trust in the organization.Reduces Turnover rates.

ComplicationsGiving up control can be threatening to some managers.Managers may not want to share power with someone they look down upon.Managers fear losing their own place and special privileges in the system.

Empowerment ProcessDetermining the skill level of the employee Providing for employee training as needed Coaching tasks with which the employee has some skills but is lacking experience or motivation Supporting tasks where the employee knows what to do but is still lacking confidence in their abilities Delegating tasks where the employee is motivated and fully capable.

StatisticsMotorolaEstimated $30 return on every $1 spent on employeesOf the 40 best companies to work for, according to the Graziadio Business Report, only in six did employee empowerment not play a key role in their success (Pepperdine University)

Important People Saying Important ThingsThe best executive is the one who has the sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it. Theodore Roosevelt"As a society we know the best way to organize people is freeing them to organize themselves. Why should it be any different in business?" - Petzinger

Questions?