chapter six orientation,training, and career development © 2007 pearson education canada 6-1...

Chapter Six

Orientation,Training, and Career Development

© 2007 Pearson Education Canada 6-1

Dessler, Cole, Goodman, and SutherlandIn-Class Edition

Management of Human ResourcesSecond Canadian Edition


Orienting Employees

Provides new employees with basic

background information about:–the organization–the job

Provides new employees with basic

background information about:–the organization–the job

Reality Shock–discrepancy between new employee’s

expectations and reality


Orienting Employees

–better job performance–reduced turnover–less disciplinary action–fewer grievances–reduced number of workplace injuries

–better job performance–reduced turnover–less disciplinary action–fewer grievances–reduced number of workplace injuries

Purpose of Orientation Programs


Orienting Employees

–too much information in a short time

–too many forms to fill out

–little or no orientation

–HR information too broad; supervisory

information too detailed

–too much information in a short time

–too many forms to fill out

–little or no orientation

–HR information too broad; supervisory

information too detailed

Problems with Orientation Programs


Orienting Employees

Employee

reaction

Employee

reaction

Evaluation of Orientation

Socialization

effects

Socialization

effectsCost/benefit

analysis

Cost/benefit

analysis


The Training Process

Step 5. Evaluation and Follow-upStep 5. Evaluation and Follow-up

Step 4. ImplementationStep 4. Implementation

Step 3. ValidationStep 3. Validation

Step 2. Instructional DesignStep 2. Instructional Design

Step 1. Needs AnalysisStep 1. Needs Analysis



–task analysis and performance analysis determine

training needs for non-management employees

–succession planning analysis determine needs for

management employees

–needs analysis lead to establishing training objectives

–task analysis and performance analysis determine

training needs for non-management employees

–succession planning analysis determine needs for

management employees

–needs analysis lead to establishing training objectives

Step 1: Needs Analysis


Training Needs Analysis

Task Analysis (for new employees)

–list tasks–when and how often performed–quantity and quality of performance–conditions under which performed–competencies required–where best learned

Task Analysis (for new employees)

–list tasks–when and how often performed–quantity and quality of performance–conditions under which performed–competencies required–where best learned



Performance Analysis

(for existing employees)

–appraise performance–distinguish between “can’t do”

and “won’t do”

Performance Analysis

(for existing employees)

–appraise performance–distinguish between “can’t do”

and “won’t do”



Succession Planning

–a process by which senior level openings

are planned for an eventually filled

–stages include - organizational projection,

management-skills inventories, management

replacement charts

Succession Planning

–a process by which senior level openings

are planned for an eventually filled

–stages include - organizational projection,

management-skills inventories, management

replacement charts



–prepare curriculum

–ensure training materials support learning

objectives

–ensure quality and effectiveness of program

elements

–prepare curriculum

–ensure training materials support learning

objectives

–ensure quality and effectiveness of program

elements

Step 2: Instructional Design


Training Techniques

–on-the-job

–apprenticeship

–job instruction

–lectures

–videoconferencing

–programmed learning

–simulated

–on-the-job

–apprenticeship

–job instruction

–lectures

–videoconferencing

–programmed learning

–simulated

–computer-based

training

–online training

–electronic performance

support systems

–computer-based

training

–online training

–electronic performance

support systems

Traditional E-Learning


Training Techniques

On-the-Job Management Development

1. Developmental job rotation

2. Coaching/understudy approach

3. Action learning


Training Techniques

Off-the-Job Management Development

1. Case study method

2. Management games

3. Seminars

4. College/University related programs

5. Role-playing

6. Behavior modeling

7. In-house development centres


Training Techniques

Executive Development

Step 1. Evaluate leadership competenciesStep 1. Evaluate leadership competencies

Step 2. Learning contractStep 2. Learning contract

Step 3. Learning processStep 3. Learning process

Step 4. Re-entry planningStep 4. Re-entry planning

Step 5. EvaluationStep 5. Evaluation



–validate training using a pilot study

–revise training based on pilot study findings

–train-the-trainer workshops

–validate training using a pilot study

–revise training based on pilot study findings

–train-the-trainer workshops

Steps 3 & 4: Validation and Implementation



1. Reaction

–document learners’ immediate reactions

2. Learning

–use feedback devices to measure learning

1. Reaction

–document learners’ immediate reactions

2. Learning

–use feedback devices to measure learning

Step 5: Evaluation (1 of 2)



3. Behaviour –note supervisory reactions to learners’

performance following training

4. Results –measure improvement in learners’ job

performance

3. Behaviour –note supervisory reactions to learners’

performance following training

4. Results –measure improvement in learners’ job

performance

Step 5: Evaluation (2 of 2)


Training for Special Purposes

Customer service trainingCustomer service training

Diversity trainingDiversity training

Literacy trainingLiteracy training

Training for teamwork and empowermentTraining for teamwork and empowerment


Career Planning and Development

–process through which a person• becomes aware of personal

career-related attributes• undertakes activities that contribute

to career fulfillment

–process through which a person• becomes aware of personal

career-related attributes• undertakes activities that contribute

to career fulfillment



Employee–identify career stage–identify occupational orientation–identify career anchor–identify skills and abilities

Employee–identify career stage–identify occupational orientation–identify career anchor–identify skills and abilities

Roles in Career Development



Manager/Employer –provide realistic job previews–be demanding; give challenging jobs–job rotation–career-oriented performance appraisals–provide career planning workshops–mentoring

Manager/Employer –provide realistic job previews–be demanding; give challenging jobs–job rotation–career-oriented performance appraisals–provide career planning workshops–mentoring

Roles in Career Development


Managing Promotions and Transfers

Promotions

–seniority vs. competence

–how to measure competence

–formal vs. informal

Promotions

–seniority vs. competence

–how to measure competence

–formal vs. informal


Managing Promotions and Transfers

Transfers

–personal enrichment

–more interesting job

–greater convenience

–greater possibility of advancement

–increasing refusals due to family/spousal

concerns

Transfers

–personal enrichment

–more interesting job

–greater convenience

–greater possibility of advancement

–increasing refusals due to family/spousal

concerns

chapter six orientation,training, and career development © 2007 pearson education canada 6-1...

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