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Gmb 6070 session 5 - june 6th (fil eminimizer)

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ORIENTATION, TRAINING AND DEVELOPMENT Session 5 6 t h J u n e ' 1 1 G M B 6 0 7 0 - S e s s i o n 5 1
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ORIENTATION, TRAINING AND DEVELOPMENT

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PRESENTATION PLAN1. Orientation, Induction

and Development2. Training3. Training Evaluation4. Group Discussion Tasks

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ORIENTATION, INDUCTION AND DEVELOPMENT

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1Employee 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.

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1Orientation parameters will take the employee through:Organization framework and

ownership.Vision, Mission, ValuesFunctions (departments/units)Physical set up – amenities and

recreation.Governance, rules and regulations.Safety and health issuesOrganization philosophy

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1Policies 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) 

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1An 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.

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1Job-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. 

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1Job 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.   

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1The 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.

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1Orientation 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. 

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ORIENTATION BROAD AREAS

• Human Resources Information

• Department Information• Safety and Health Information

• Facilities Information• Security Information

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1Both 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.

Word 2007 Document

Microsoft Office Excel 2007 Workbook

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1Induction 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:

Microsoft Office Word 97 - 2003 Document

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TRAININGSession 5

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1Purpose of training and employee development is:1. To improve performance

outcomes2. To implement an overall

professional development program

3. To implement succession plans

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4. To reposition the mindset of an employee for eligibility to assume a different job role in the organization

5. To "pilot“ or test the operation of a new performance management system

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Training can assume a 5-step process:1. Needs analysis2. Instructional design3. Validation4. Implementation 5. Evaluation

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1Basic training methods include:

1. On-the-job training2. Apprenticeship training3. Informal learning4. Job instruction training5. Lectures6. Programmed learning7. Audio-visual tools8. Simulated training9. Computer-based training10. Electronic performance support

systems11. Distance and internet-based training

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On-the-job training has four steps:1. Preparing the learner2. Presenting the learner

with the nature of the job3. Doing performance

tryouts4. Following up

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1Management development prepares employees for performance effectiveness and career growth by:Imparting knowledgeChanging attitudesIncreasing skills

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Management on-the-job training methods include:Job rotationCoachingAction learning

Using techniques such as:Case studiesManagement gamesOutside seminarsUniversity-related programsRole playingBehaviour modellingIn-house training

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1Training drives:

Behaviour change among employees trained

Application of skills and knowledge learned

Performance results and improvement of the bottom line of the business.

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Helps employees to develop technical skills and knowledge.

Helps people to identify strategies for achievement of business objectivesBenchmarkingknowledge creation and sharingattitude change

Helps people to evaluate learning to help management load the employee with more value creation tasks

Helps in measuring performance outcomes

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1Improved job satisfaction and morale among employees

Improved employee motivation

Improved efficiencies in processes, resulting in higher value contribution

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Improved capacity to adopt new technologies and methods

Improved innovation in strategies and products

Reduced employee turnover

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1Enhanced 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

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Identify Training Needs

Organisation

Task

Person

Team

Criteria to measure impact of training

Reactions

Learning

Behaviour change

Organizational results

Design Training Program

Conduct training

Evaluate Training Program

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15-Steps in training 1. Needs Analysis

Articulate company standardsAssess employee performance

levelDevelop measurable performance

objectives

2. Instructional DesignDecide on what should be learned Decide on training plan, program,

procedure and facilitation

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13. Validation:

Justify the cost implication

4. Implementation:Select and implement the

planned training on target group

5. Evaluation of Training Impact

Measure the level of success of the training effort

Establish impact of training to the achievement of business objectives

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CLASS GROUP WORKEagles Synergy3 Team-Six

Discuss the Strategic importance of training and development of employees in an organization and the challenges faced by training and development drivers

Articulate the HR approach for effective translation of the training plan to value contribution

In which ways would an effective orientation program save the company money. What are the pitfalls of non strategic positioning of orientation and how can HR overcome the challenges?

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READING ASSIGNMENT CT: Ch.10 Pg. 350 – 389 and Ch. 12 Pg. 430

- 460

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END OF SESSION 5

Thank you

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