Training & developing employees orienting employees purpose of orienting the orientation process the training process why do you company trains Benefits of training T&D process

1. © 2005 Prentice Hall Inc. All rights reserved. 8–1
Orienting Employees
• Employee orientation
 A procedure for providing new employees with basic
background information about the firm.
• Orientation content
 Information on employee benefits
 Personnel policies
 The daily routine
 Company organization and operations
 Safety measures and regulations
 Facilities tour

2. © 2008 Prentice Hall, Inc. All rights reserved. 8–2
Purpose of Orientation
Feel
Welcome
and At Ease
Begin the
Socialization
Process
Understand
the
Organization
Know What
Is Expected
in Work and
Behavior
Orientation Helps
New Employees

3. © 2008 Prentice Hall, Inc. All rights reserved. 8–3
The Orientation Process
Company
Organization and
Operations
Safety Measures
and Regulations
Facilities
Tour
Employee
Orientation
Employee Benefit
Information
Personnel
Policies
Daily
Routine

4. The Training Process
• Training
 The process of teaching new employees the basic
skills they need to perform their jobs.
• The strategic context of training
 Performance management: the process in which
employers use to make sure employees are working
toward organizational goals.

5. Training?
Training helps to
bridge the gapExisting
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes

6. Why Do Companies Train?
• Current employees have skill deficiencies
• Change: product, service, technology
• Retention
• Recruitment problems, lack of ability to
attract qualified employees
• Performance problems
• Helps to reach business goals or is viewed
as a strategic advantage

7. Benefits of Training
• Increased productivity.
• Reduced employee turnover.
• Increased efficiency resulting in financial gains.
• Decreased need for supervision
• Increased employee motivation

8. Who Provides Training and Development?
• Supervisors and other managers
• Coworkers
• Experts
• Employee

9. T&D Process

10. Step 1: Analysis
(TNA)

11. What Is a
Training Needs Assessment (TNA)?
• A TNA is the process to determine whether
training to address a performance gap is
necessary.
• Training might be appropriate when the
performance issue is a “can’t do” issue:
 Poor performance (resulting from a knowledge or skill
deficiency).
 Lack of basic skills (reading, writing, technology, math
skills).
 Legislation or policies requiring new knowledge or skills.
 New technology.
 A customer request for new products or services.
 Higher performance standards.
 New jobs.
11

12. Training Need Analysis (TNA)
TNA is a tool to
identify the gapExisting
• Skills
• Knowledge
• Attitudes
Required
• Skills
• Knowledge
• Attitudes

13. Why Conduct a Training Needs Assessment?
• To determine the right training for an
employees’ jobs
• To determine what training will improve
performance
• To ensure if training will make a difference
• To differentiate training needs from
organizational problems

14. When Is Training NOT the Best
Intervention?
• Training is not the best intervention
when the performance issue is a result
of:
Recruiting, selection or compensation
problems.
Policies and procedures issues.
A lack of coaching and feedback.
Insufficient tools, equipment or resources.
Physical setting problems.
A lack of motivation (job-person fit; person-
org fit); a “won’t do” issue.
14

15. Three Types of TNA Analyses
• Organizational Analysis
 To align training with business strategy and to ensure there are
resources and managerial support for training.
• Task Analysis
 To identify the important work-related tasks and knowledge, skills,
behaviors, abilities (KSBAs)
• Person Analysis
 To ensure that trainees have the basic skills, motivation,
prerequisite skills or confidence.
15

16. TNA process
Triggering Event
Actual Performance
<
Expected Performance
----------------------------------
Total quarterly
admissions are
60% to 65% less then
the total number of
prospectus sold
Organizational
Analysis
• Evaluate Vision,
Mission, Values,
Policies
• Actual condition and
employee’s perspective
Task
Analysis
• Analyze / conduct
position’s Job Analysis
Individual
Analysis
• Match employee’s KSA
with standard KSA
Identify
Performance
Discrepancy
----------------------------
• Employee’s basic
needs are not fulfilled,
which leads towards
high turnover of
experienced staff
• Current admission
department staff lacks
in customer service
skills
Training
Needs
Non-Training
Needs

17. Step 2: Design

18. Design Phase
• This phase insures the systematic
development of the training program.
• This process is driven by the
products of the analysis phase and
ends in a model or blueprint of the
training program.
• The most important outcome of this
stage is the learning objectives.

19. Why do we need to write objectives?
• They help the instructor to design and select
instructional content and procedures
• They help the instructor evaluate or assess the
success of training program.
• Training objectives based on the training needs
analysis help employees understand why they
need the training.

20. C-SMART Objective Setting

21. Five criteria for an effective objective?
1. The objective states a time limit.
2. The objective identifies the performer(s).
3. The objective contains one or more action verbs.
4. The objective specifies the conditions of performance.
5. The objective specifies an acceptable standard of
performance.
• Example:
 (1) At the end of the training session, (2) you will (3) operate and
perform basic activities on a computer (4) without help (5) all of the
steps of the starting and shutting it without error.

22. Step 3: Develop

23. Development Phase
• This phase elaborates and builds on the
Learning Objectives that were produced in the
design phase.
• Development is simply diagramming or
outlining the necessary activities that will
assist the learners in reaching the course
goals.
• The end result is training handouts or course-
pack.

24. Steps in Development Phase
• Finalize Training Methods
 On-the job-training (OJT)
 Job Instruction Training
 Job Rotation
 Coaching
 Mentoring
 Classroom/ Off -the job-training
 Lecture
 Computer-based instruction
 Role playing
 Experiential Training
• Develop Training Material (handouts)

25. Step 4: Implement

26. Implementation Phase
• This begins when the course is introduced in
it's complete form, to the target audience.
• The Implementation Phase will continue
throughout the life of the course.

27. Step 5: Evaluation

28. Evaluating the Training Effort
• Training effects to measure (questioners)
 Reaction of trainees to the program
 Learning that actually took place
 Behavior that changed on the job
 Results that were achieved as a result of the training