Socializing, Orienting, and Developing Employees
Human Resource Management
When starting a new job, many people wonder:
Will I be able to do the job? Will I fit in around here? Will the boss like me?
First day jitters
Ability to learn
Employees satisfaction
Organization devote considerable time & resources to hiring people
By the first day, the employer already has an investment in the worker
To help new employees fit in, orientation programs familiarize employees with their…..
Roles OrganizationPolicies & other
employees
Quitting Early, Dissatisfaction, Turnover cost
One obstacle to a productive & satisfied WF is initial turnover
Dissonance Reduction Difference between what one anticipates & what one
encounters If dissonance is too high, people take action-Quitting
New Employee Turnover Turnover is expensive These costs never appear on the profit & loss statement
as “turnover expenses” Records in the HR dept-payroll records- employees training-providing safety equipments are lost when ‘E’ leaves
HR department by using orientation to help meet the personal objectives of the employees
HR department can maintain & retain a productive WF
HR dept can ease an employees transition into a new job
T & D- Org seek to make current employees more productive in their current jobs & prepare them for future responsibilities
Orientation Programs
Texas Instruments
The Purpose of New-Employee Orientation
“ Activity which involves introducing new employee to the Org & their work units”
Orientation may be done by the supervisor, the HRM staff or some combination.
Orientation Continue………
Formal or informal, depending on the size of the organization.
Covers such things as: The organization’s objectives History Philosophy Procedures Rules HRM policies and benefits Fellow employees
Contents Of Orientation Program…….
Organization’s Issues
Goals & Objectives History
Procedures Policies
Rules & RegulationsHierarchy, names of executivesOrg Culture, Market & clients
Present & Future Plans
Pay ScalesWork hours, rest breaks
Insurance benefitsRetirement Program
Training Development ProgramsPromotions & Transfers
Human Resource Policies
Introduction Socialization, training and development
are all used to help new employees adapt to their new organizations and become fully productive.
Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors.
Training & Development chapter 6
Socialization . Ongoing process through which an
employee begins to understand & accept the values, norms of work roles & beliefs held with in the organization .
Socialization Process
Individuals Personality
OrganizationsCulture & Values
Values of the Org are transmitted to newcomersThrough formal methods such as orientation & informal one such
as hazing
Socialization Process
Outcomes
Productivity
Employees Commitment
Reduction of Employees’ Turn-over
The Process has Three Stages
Pre-arrival stage: Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.
The Socialization Process
Encounter stage: Individuals discover how well their expectations match realities
within the organization. Where differences exist, socialization
must be carried out. “ Members may quit or resign if the diff
is high… Realistic job info should be given at the selection process”
The Socialization Process Metamorphosis stage: Individuals have adapted to the organization, feel
accepted and know what is expected of them.
Transformation should be done in professional & careful manner in order to achieve the outcomes of Socialization process such as :
Productivity
Commitment
Reduce TURN- OVER
A Socialization Process
HRM’s Role in Orientation
Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits choices.
Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).
Employee Training
Helps employees to fill up the gap between “their present knowledge, skills, attitude” and the “desired SKA” for the present jobs
present day oriented Focus on individuals current jobs Enhancing specific skills & abilities to
immediately perform their jobs and be
Employee development
Future-oriented training, focusing on the personal growth of the employee.
“The gap filling enhancement of employees’ knowledge, skills and attitude to enable them to become competent for the future higher job
position”
How to retain someone at workplace ( Retention Strategy) Good Incentives
Salary & Wages + Fringe Benefits Long Term Contracts
3 years lecturer 3-4 years of PhD 5 Years Sign a Bond
Development ProgramsPh.DCareer Development programs
Employee development Focuses on future jobs in the organization Job career progress new skills and abilities will be
required
Example: sales territory manager, skills needed to perform job quite diff from those required to sell products
Supervise number of sales rep’s Management competencies Communication skills Evaluating employee performance
Are you groomed for positions of greater responsibility ?
Employee TrainingThrough Training, employees gain:
Knowledge
Skills
Develop their abilities
Improve attitudes
Purpose Of Training
Improve performance
Update employees Skills
(Technology changes, solve Org problems,
develop employees for promotions)
Employee Training
Determining training needs
Indicators of need for more training: Job performance or drop in productivity Increased rejects Job redesign or a technological breakthrough Rise in the number of accidents Competitive pressure /Change in the
Org Strategy( Downsizing, restructuring)
Steps to T&D Trainer must asses the needs of the
employee & the organization to learn which objectives should be sought.
Once objectives are set, the specific
content and learning principles are considered
Needs Assessment Diagnoses current problems and future
challenges to be met through training and development
Example: Competitive pressures or a change in org strategy may lead to downsizing & restructuring that Company. As a result remaining employees need to be more broadly trained
NA must consider each person Individuals employee’s need may be
determined by the HR dept-Supervisors – by self nomination
Approaches Survey (Trainees more receptive to resulting
programs when they are viewed relevant)Task identification Production record-grievances, safety reports,
absenteeism & turnover, exit interviews of departing employees may reveal problems that should be addressed through T&D efforts
inappropriate placement, orientation, selection or recruiting may lead to workers deficiencies
Employee Training
Determining Training Needs
Training & development Objectives
Once it has been determined that training is necessary, training goals must be established
The value added by training must be considered versus the cost.
Training goals should be established that are tangible, verifiable, timely, and measurable ( SMART)
Ex: Fire fighter & airline reservationists
Program Content Learning Principles
Program Content
Is shaped by the needs assessment and the learning objectives
Teach specific skills Provide needed knowledge Influence attitudes
Program must meet the needs
of the ORG & the
Participants
Learning Principles
Guidelines to the ways in which people learn most effectively
Participation Repetition Relevance Transference Feedback
T&D are more effective when the training
methods match the Learning styles of the participants & the types of jobs needed by the
Organization
The more these principles are reflected in training, the more effective training is likely to be
Learning Principles
Participation: Learner quickly learns if participates actively (riding bicycle )
Repetition: Practice again what makes learner a perfect person
Relevance: Material should be relevant to the ones job (trainer usually explain the overall purpose of a job to trainees before
explaining specific tasks– trainee see the relevance of each task & follow correct procedures)
Transference: The more closely the demands of training program should match the demands of the job, the faster a person learns to master the job Pilots trained in the flight simulators
(trainee quickly transfer the learning in the simulator-actual flight conditions) Feedback: Gives learners the info on their progress of how much they
learnt“Tell me & I will forget, show me & I will may remember, involve me & I will
Understand”
Training Approaches
On- the-job Training
On-the-job training places the employees in actual work situations and makes them
appear to be immediately productive. It is learning by doing. For jobs that either
difficult to simulate or can be learned quickly by watching and doing, on-the-job training
makes sense.
Tell me and I will forget, show me & I will remember and involve me and I will understand
On-the-job training techniques
Job Instruction TrainingJob Rotation ApprenticeshipCoachingCommittee Assignment
Job Instruction Training
1. Preparing the trainees by telling them about the job and overcoming their uncertainties;
2. Presenting the instruction, giving essential information in a clear manner;
3. Having the trainees’ try out the job to demonstrate their understanding;
4. Placing the workers in the job, on their own, with a designated resource per son to call upon should they need assistance?
Job instruction training applications can achieve impressive results. Studies indicate’ that employee turnover can be reduced. Higher levels of employee morale have been witnessed, as well as decrease in employee
accidents.
Ford’s Example
Job rotation Cross train employees in a variety of jobs Cross training helps Org when vacations,
absences, downsizing or resignations occur
Learning participation & high job transferability – learning adv of job rotation
Often associated with hourly employees, It can be used for many levels on the org
Apprenticeship programs
Learning from more experienced employees
Assistantships & internships are similar to it because they use high levels of participation by the trainee & high level of transferability to the job
Plumbers, carpenters often required to go through AT
COACHING
Coaching is similar to apprenticeship because the coach attempts to provide a model for the trainees to copy.
It tends to be less formal than apprenticeship program because there are few formal classroom sessions
It is provided when needed rather than being part of a careful planned program.
The manager or supervisor rather than the HR department almost always handles coaching.
COMMITTEE ASSIGNMENT
Committee assignments can provide an opportunity for the employee to share in decision making, to learn by watching others, and to investigate specific organizational problems. When committees are of a tem porary nature, they often take on task-force activities designed to delve into a particular problem, ascertain alternative solutions, and make a recommendation for implementing a solution. These temporary assignments can be both interest ing and rewarding to the employee's growth.
Appointment to permanent committees increases the employee's exposure to other members of the organization, broadens his or her understanding, and pro vides an opportunity to grow and make recommendations under the scrutiny of other committee members.
Off-the-job training techniques
Classroom lectures Films and videos Simulation Exercises
Virtual Reality Role Plays & Management Games Case Study Vestibule Training Simulation Training
Lectures & Video Prensetations
Lectures techniques rely more on communications than on modeling
Participation, feedback, transference & repetition are often low
Television, films – using media productions to demonstrate specialized skills that are not easily presented by other training methods
Simulation Exercises
Training that occurs by actually performing the work
Advantages: create an environment similar to real situations which managers faces
Disadvantage: difficult to duplicate the pressures & realities of actual decision making on the job- individuals often act differently in real life situations than they do in simulation excercies
Virtual Reality
New concept – simulate actual work activities by sending various messages to brain
Place a helmet over his or her head- sensors that display both visual & audio simulations of an event
Skiers can be taught to ski through VR Allows individuals to interact with their
environment as if they were really here
Case study
Trainees study the cases to determine problems, analyze causes, develop alternative solutions
Select best solution & implement it Effective method for decision making
abilities within the constrain of limited info
Role playing Device that forces trainees to assume
different identities Well suited for diversity training – greater
empathy & tolerance for individual differences
Create a work environment conducive to a diverse workforce
Example : male worker assume the role of female supervisor- female supervisor assume the role of male worker
Vestibule training
Set up with the equipment similar to that used on the job
such trainings do not disturb the normal operations of the organizations
Example : PC Peshawar
Employee Development
Employee development methodsSimulations include case studies, decision
games and role plays and are intended to improve decision-making.
Outdoor training typically involves challenges which teach trainees the importance of teamwork.- emotional & physical challenge
Mountain climbing – surviving a week in the jungle