Chapter 8

Question 1

Orientation

Answer 1

Aka “onboarding”

Long-term socialization between employee and employer

Question 2

Purpose of orientation

Answer 2

• Reduce reality shock
• Foundation for ongoing performance management
• Improve productivity
• Improved retention and reduced recruitment costs

Question 3

Content of Orientation Programs

Answer 3

• Internal publications
• Facility tour and staff intro
• Job related docs
• Explanation of duties and responsibilities
• Expected training to be received
• Performance appraisal criteria

Question 4

Responsibility of the orientation

Answer 4

1. HR Specialist - explains corporate info, follows up over time
2. Supervisor - explains nature of the job, intro to colleagues
3. Buddy/Mentor - assists w. day to day items

Question 5

List of Special Orientation Situations

Answer 5

1. Diverse Workforce
2. Mergers & Acquisitions
3. Union vs. Non-Union employees
4. Multi-location organizations

Question 6

Problems w/ Orientation programs

Answer 6

• too much info in too little time
• too many forms
• little or no orientation provided
• HR info can be too broad
• supervisor info can be too detailed

Question 7

How to Evaluate Orientation Programs

Answer 7

• usefulness, job performance
• socialization
• assess progress toward understanding norms
• cost/benefit analysis
• compare cost of program to benefit

Question 8

Aspects of Executive Integration

Answer 8

• identify position specifications
• provide realistic info to candidates
• assess candidates previous success w/ integration
• announce hiring w. enthusiasm
• stress important of listening/competency
• assist w/ new cultural norms + change

Question 9

Training

Answer 9

short-term efforts to impart info and instructions related to the job

Question 10

Development

Answer 10

Long-term prep for future jobs - an INVESTMENT in human capital.

Question 11

Considerations in Training

Answer 11

1. Learning styles (auditory, visual, kinaesthetic)
2. Personalized learning
3. Legal Aspects

Question 12

The 5 Step Training Process

Answer 12

1. Needs Analysis (task analysis, performance analysis, create training objectives)
2. Instructional Design (curriculum, ensure quality, support of learning objectives, choose training techniques)
3. Validation (over-looked step, ensure objectives are accomplished, collect feedback)
4. Implementation (Transfer training to application of skills, train-the-trainer workshops)
5. Evaluation of Training (Measure effects)

Question 13

Traditional Training Techniques

Answer 13

1. On-the-job training
2. Apprenticeship training
3. Informal learning
4. Job instruction training (step-by-step)
5. Classroom training
6. Audio/Visual techniques (good for demos)
7. Programmed Learning (presenting Q’s to employee and evaluating answers + offering feedback)
8. Vestibule/Simulated Training (used when too costly or dangerous for trainee to be put in real situation ie. pilot)

Question 14

E-Learning

Answer 14

Learning administered via computer, web-based tech

• Computer based training (CBT)
• Online training
• Electronic performance support system (EPSS)

Question 15

Effects to measure in Step 5 of the training process

Answer 15

[Step 5: Evaluation of Training]

1. Reaction
2. Learning
3. Behaviour
4. Results

• Use survey to evaluate*

Question 16

Training for Special Purposes Examples

Answer 16

1. Literacy + Essential Skills (Literacy is a major problem)
2. Training for global business + diversity (personal, social, business and cultural literacy)
3. Customer Service training (product knowledge, certification)
4. First-time supervisors (Are becoming younger due to increasing baby-boomer retirement)

Question 17

Gordon Learning Model

Answer 17

1. Unconscious Incompetence - I don’t know what I dont know
2. Conscious Incompetence - I know what I dont know
3. Conscious Competence - I apply what I know
4. Unconscious Competence - I apply what I know without thinking