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Chapter 7Orientation and Training

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Training as an Investment

Training is an investment in human capital. Managers must understand that large investments in physical plant, modern machinery, and new technology cannot be fully realized if there is no equivalent investment in human capital. The acquisition of new skills is not only vital to improving quality and productivity, but it is also essential if companies want to meet global competition.

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The Balance Between New Employee Capabilities and Job Demands

New Employee Capabilities

Orientation Training

Job Demands

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Socialization

Socialization is the continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization.

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Stages of Socialization

• Anticipatory socialization

• Encounter

• Change and acquisition

• Orientation programs

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Orientation

• Reduce employee turnover

• Reduce errors and save time

• Develop clear job and organizational expectations

• Improve job performance

• Attain acceptable job performance levels faster

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Orientation

• Increase organizational stability

• Reduce employee anxiety

• Reduce grievances

• Reduce instances of corrective discipline

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Contents of Orientation Programs

Organizational Issues

•History of employer•Organization of employer•Names and titles of key

executives•Employee’s title and

department•Layout of physical facilities•Probationary period

• Product line or service provided

• Overview of production prices

• Company policies and rules• Disciplinary regulations• Employee handbook• Safety procedures and

enforcement

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Contents of Orientation Programs

Employee Benefits•Pay scales and paydays•Vacations and holidays•Rest breaks•Training and education

benefits•Counselling

• Insurance benefits• Retirement program• Employer-provided services

to employees• Rehabilitation programs

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Contents of Orientation Programs

Introductions•To supervisor•To trainers

• To co-workers• To employee counsellor

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Contents of Orientation Programs

Job Duties• Job location• Job tasks• Job safety requirements

• Overview of job• Job objectives• Relationship to other jobs

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ROPES Program

• Provides realistic information. Orientation should provide realistic information about the job environment and the organization

• Gives general support and reassurance. It means telling new employees that the stress they experience during the first days or week is normal

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ROPES Program

• Demonstrates coping skills. The orientation program should include stress training

• Identifies specific potential stressors. The program should identify specific stressors, explain their impact, and explain an appropriate coping behaviour

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Orientation Pitfalls

• Overwhelmed with too much information to absorb in a short time

• Given only menial tasks that discourage job interest and company loyalty

• Overload with forms to fill out and manuals to read

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Orientation Pitfalls

• Pushed into the job with a sketchy orientation under the mistaken philosophy that “trial by fire” is the best orientation

• Forced to fill in the gaps between a broad orientation by the human resource department and a narrow orientation at the department level

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Evaluating Orientation Effectiveness

• Reactions from new employees

• Effects of socialization on job attitudes and roles

• Degree to which the program is economical

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Training

Training refers to a planned effort by an organization to facilitate the learning of job related behaviour of its employees. The term behaviour is used broadly to include any knowledge and skill acquired by an employee through practice.

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A Training System Approach: Preliminary Steps in Preparing a

Training Program

Skills KnowledgeAbility ofWorkers

ActualProgram

Program

Content

LearningPrinciples

Evaluation

EvaluationCriteria

Training Objectives

NeedsAssessment

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Needs Assessment

Needs assessment diagnoses present problems and environmental challenges that can be met through training, or the future challenges to be met through long-term development.

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Training Objectives

• The desired behaviour

• The conditions under which it is to occur

• The acceptable performance criteria

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Learning Principles

Learning principles are guidelines to the ways in which people learn most effectively.

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Learning Principles

• Participation improves motivation and apparently engages more senses that help reinforce the learning process

• Repetition apparently etches a pattern into our memory

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Learning Principles

• RelevanceLearning is helped when the material to be learned is meaningful. For example, trainers usually explain the overall purpose of a job to trainees before explaining specific tasks. This explanation allows the worker to see the relevance of each task and the importance of following the given procedures.

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Learning Principles• Transference

Transference is the application of training to actual job situations. The closer the demands of the training program match the demands of the job, the faster a person learns to master the job. For example, pilots are usually trained in flight simulators because the simulators very closely resemble the actual cockpit and flight characteristics of the plane. The close match between the simulator and the plane allows the trainee to transfer quickly the learning in the simulator to actual flight conditions.

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Learning Principles

• FeedbackFeedback gives learners information on their progress. With feedback, motivated learners can adjust their behaviour to achieve the quickest possible learning curve. Without feedback, learners cannot gauge their progress and may become discouraged. Test grades are feedback on the study habits of test takers, for example.

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Criteria for Selecting a Training Technique

• Cost-effectiveness

• Desired program content

• Appropriateness of the facilities

• Trainee preferences and capabilities

• Trainer preferences and capabilities

• Learning principles

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Training Techniques

On-the-job-training

• Job rotation

• Apprenticeships and coaching

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Training Techniques

Off-the-job-training

• Lecture and video presentations

• Vestibule training

• Role-playing

• Case study

• Simulation

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Training Techniques

Off-the-job-training

• Self-study and programmed learning

• Laboratory training

• Computer-based training

• Virtual reality (VR)

• Internet or web-based training, virtual education, and e-learning

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Orientation Evaluation Criteria

• Reaction

• Knowledge

• Attitudes

• Behaviour

• Organizational results

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Steps in the Evaluation of Training

Evaluation Criteria

Pre-testTrained or Developed Workers

Post-test Transfer to the Job

Follow-up Studies