1. Session 5 Orientation, Training and Development 6th June '11 GMB 6070 - Session 5 1

2. Presentation Plan Orientation, Induction and Development Training Training Evaluation Group Discussion Tasks 6th June '11 2 GMB 6070 - Session 5

3. Session 5 Orientation, Induction and Development 6th June '11 GMB 6070 - Session 5 3

4. 6th June '11 GMB 6070 - Session 5 4 Employee learning and development is one of the most important aspects of work life. The process of learning and development starts with orientation and induction. The organization should develop and execute a dynamic orientation and induction policy to provide guidelines for onboarding new employees.

5. 6th June '11 GMB 6070 - Session 5 5 Orientation parameters will take the employee through: Organization framework and ownership. Vision, Mission, Values Functions (departments/units) Physical set up – amenities and recreation. Governance, rules and regulations. Safety and health issues Organization philosophy

6. 6th June '11 GMB 6070 - Session 5 6 Policies and standard operating procedures (SPOs) - (non-job specific). Labour legislation and information about compensation and benefits Occupational Safety and Health of workers and accident prevention issues Employee relations and workforce issues (rights, responsibilities)

7. 6th June '11 GMB 6070 - Session 5 7 An orientation program is a set of information designed by management to accord the new employee the opportunity to settle in her/his job as quickly and smoothly as far as possible. Recruiting highly qualified employees does not in itself guarantee effective performance of jobs until and unless the employee is shown what to do how to do it at the required standard.

8. 6th June '11 GMB 6070 - Session 5 8 Job-Specific Orientation Is a process that helps the employee understand: The job and its positioning in the structure. Job responsibilities, expectations, duties in relation to how it impacts overall organizational performance. Policies, guidelines, rules and regulations. Workplace layout, fire assembly areas and emergency exits. Knowing the co-workers and other people in the organization.

9. 6th June '11 GMB 6070 - Session 5 9 Job specific orientation is best conducted by the immediate supervisor, and/or manager. Often the orientation process will be ongoing, with supervisors and co-workers supplying coaching.

10. 6th June '11 GMB 6070 - Session 5 10 The introduction program should be introduced in a controlled way. A new employee can not absorb everything at once. Employee orientation would definitely make a significant difference in how quickly an employee can become more productive. The way a new employee is received has a long term impact on the employee’s performance.

11. 6th June '11 GMB 6070 - Session 5 11 Orientation should emphasize people as well as procedures, materials and equipment. Employees should have a chance to get to know people and their approaches and styles in both social and work settings. Buddy an employee to a more experienced person, but make sure the more experienced person wants to buddy up, and has requisite EQ and SQ.

13. Department Information

14. Safety and Health Information

15. Facilities Information

16. Security Information6th June '11 12 GMB 6070 - Session 5

17. 6th June '11 GMB 6070 - Session 5 13 Both orientation and induction provide necessary on-boarding processes that give the joining member direction, accommodation, assimilation and acceleration. It starts with receiving the new employee with a welcome letter. The welcome letter helps the new employee feel wanted and welcome.

18. 6th June '11 GMB 6070 - Session 5 14 Induction may stretch for several weeks, or even months. Leaving new employees to pick up things as they move along is an inefficient approach to induction - it costs the organization more time and money. Example of an induction program:

19. Session 5 Training 6th June '11 GMB 6070 - Session 5 15

20. 6th June '11 GMB 6070 - Session 5 16 Purpose of training and employee development is: To improve performance outcomes To implement an overall professional development program To implement succession plans

21. 6th June '11 GMB 6070 - Session 5 17 To reposition the mindset of an employee for eligibility to assume a different job role in the organization To "pilot“ or test the operation of a new performance management system

22. 6th June '11 GMB 6070 - Session 5 18 Training can assume a 5-step process: Needs analysis Instructional design Validation Implementation Evaluation

23. 6th June '11 GMB 6070 - Session 5 19 Basic training methods include: On-the-job training Apprenticeship training Informal learning Job instruction training Lectures Programmed learning Audio-visual tools Simulated training Computer-based training Electronic performance support systems Distance and internet-based training

24. 6th June '11 GMB 6070 - Session 5 20 On-the-job training has four steps: Preparing the learner Presenting the learner with the nature of the job Doing performance tryouts Following up

25. 6th June '11 GMB 6070 - Session 5 21 Management development prepares employees for performance effectiveness and career growth by: Imparting knowledge Changing attitudes Increasing skills

26. 6th June '11 GMB 6070 - Session 5 22 Management on-the-job training methods include: Job rotation Coaching Action learning Using techniques such as: Case studies Management games Outside seminars University-related programs Role playing Behaviour modelling In-house training

27. 6th June '11 GMB 6070 - Session 5 23 Training drives: Behaviour change among employees trained Application of skills and knowledge learned Performance results and improvement of the bottom line of the business.

28. 6th June '11 GMB 6070 - Session 5 24 Helps employees to develop technical skills and knowledge. Helps people to identify strategies for achievement of business objectives Benchmarking knowledge creation and sharing attitude change Helps people to evaluate learning to help management load the employee with more value creation tasks Helps in measuring performance outcomes

29. 6th June '11 GMB 6070 - Session 5 25 Improved job satisfaction and morale among employees Improved employee motivation Improved efficiencies in processes, resulting in higher value contribution

30. 6th June '11 GMB 6070 - Session 5 26 Improved capacity to adopt new technologies and methods Improved innovation in strategies and products Reduced employee turnover

31. 6th June '11 GMB 6070 - Session 5 27 Enhanced company image, e.g., conducting ethics training (not a good reason for ethics training!) Improved governance and risk management, e.g., training about sexual harassment, diversity training

32. 6th June '11 GMB 6070 - Session 5 28

33. 6th June '11 GMB 6070 - Session 5 29 5-Steps in training Needs Analysis Articulate company standards Assess employee performance level Develop measurable performance objectives Instructional Design Decide on what should be learned Decide on training plan, program, procedure and facilitation

34. 6th June '11 GMB 6070 - Session 5 30 Validation: Justify the cost implication Implementation: Select and implement the planned training on target group Evaluation of Training Impact Measure the level of success of the training effort Establish impact of training to the achievement of business objectives

35. Class Group Work 6th June '11 31 GMB 6070 - Session 5

36. Reading assignment CT: Ch.10 Pg. 350 – 389 and Ch. 12 Pg. 430 - 460 6th June '11 32 GMB 6070 - Session 5

37. End of session 5 Thank you 6th June '11 GMB 6070 - Session 5 33