orienting, training, and developing - chap 6 Flashcards
Orientation
A structured process for new employees to become familiar with the organization and their work; critical to socialization, which is the embedding of organizational values, beliefs, and accepted behaviours
Training
The acquisition of skills, behaviours, and abilities to perform current work
Development
The acquisition of skills, behaviours, and abilities to perform future work or to solve an organizational problem
what is the benefits to orientation
- Lower turnover.
- Increased productivity.
- Improved employee morale and identification with the company.
- Lower training costs.
- Facilitation of learning.
- Reduction of anxiety.
“training and development”
often used to capture the various processes and activities used by organizations to increase the abilities and capabilities of their employees.
Learning
A relatively permanent change in knowledge or behaviour
The primary reason organizations train new employees is to bring their KSAs and competencies up to the level required for satisfactory performance.
ADDIE Model
involves 5 phases:
(1) needs assessment
(2) program design
(3) program development
(4) training delivery or implementation
(5) evaluation of training.
conducting needs assessment
“Is training actually needed, and if so, what is needed, who needs it, and what problems will it solve?”
- How important is this issue to the success of the organization? If it is important, proceed to Questions 2, 3, and 4.
- What competencies or knowledge, skills, and abilities do employees need?
- What competencies or knowledge, skills, and abilities do the employees currently have?
- What is the gap between the desired (need) and the actual (have)?
Designing the problem
Once the training needs have been determined, the next step is to design appropriate training programs.
at least 3 related issues: (1) instructional goals, (2) trainee characteristics, and (3) learning principles.
Instructional goals
instructional goals are the desired outcomes of a training program. They describe the skills, knowledge, and behaviors employees should gain or change.
Managers conduct a needs analysis at three levels—organization, task, and person—to understand training needs. Based on this, instructional goals are written to guide training design.
Example: A goal might be: “Employees trained in team methods will demonstrate skills in problem-solving, conflict resolution, and effective team meetings within 6 months.”
Even when external experts design the program, managers must clearly define what they expect employees to do or how they should behave after training.
Trainee characteristics
Trainee readiness refers to both maturity and experience factors in the trainee’s background.
- Use positive reinforcement.
- Eliminate threats and punishment.
- Be flexible.
- Have participants set personal goals.
- Design interesting instructions.
- Break down physical and psychological obstacles to learning.
Learning Principles
1.Clear outcomes. It is important that the goals for the training be clear.
2.Relevance. People need to know why outcomes have been set. Application and usefulness of learning are critical.
3.Activity. Engaging with other people and exchanging ideas and active exploration are important. Listening to someone else explain concepts is not enough.
4.Focus on solving problems. Although content is important, the application of what is being learned to resolve difficulties is critical. A practical, results-based approach to learning is required.
5.Feedback. People need to know how they are doing. Feedback (e.g., verbally from the instructor, through tests, from peers) helps keep learners focused and motivated.
behaviour modification
When designing training, organizations may consider the concept of behaviour modification. This practice is based on the premise that the consequences of behaviour determine if it will be repeated or not.
developing program
the next step is to create the training content. This includes:
Writing lesson plans
Developing online material
Building technological platforms
The training should then be:
Tested on a small group of employees
Reviewed by a subject matter expert
Benchmarked against successful programs
Goal: Ensure the training will effectively deliver the desired results.
implementing the program
Training delivery method depends on what is to be learned:
For factual knowledge, lectures may be effective.
For behavioral change, active methods like on-the-job training are better.
The trainer’s qualities greatly impact training success. Good
trainers should:
Be knowledgeable and prepared
Have strong communication skills
Show enthusiasm for the subject
Careful selection of how and who will deliver the training is essential during the implementation phase.
training method
Organizations use a variety of training methods, with increasing focus on technology and informal learning:
Webinars and social media for innovative, accessible training
Topics include machine learning and AI
Informal learning: employees share knowledge with each other
Self-directed learning: reading, online videos (e.g., YouTube)
These methods help retain knowledge and support continuous learning as employees join or leave the organization.
on the job training
Method by which employees are given hands-on experience with instructions from their manager or another trainer
apprenticeship
System of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work
cooperative and internship
provide trainees with a combination of on-the-job experience and formal education
cooperative training
Training programs that combine practical, on-the-job experience with formal education
internship
Programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations, and many other colleges and universities allow students to earn credits on the basis of successful job performance and fulfillment of established program requirements.
TRAIN
TALK Spend time explaining the job to a new employee
REVIEW Go over the key elements of the job.
ANSWER Let the employee ask a lot of questions and patiently respond to these inquiries.
INITIATE When the employee is comfortable and ready to do so, they should try to do the job.
NURTURE: Continue to assist the employee and provide ongoing feedback and reassurance.
Classroom instruction
Vestibule training is a method where instruction occurs in a classroom-like setting using equipment that simulates the real work environment.
Useful for training involving lectures, demonstrations, videos, or computer instruction. Common for technical or equipment-based roles
Example: A supermarket checkout clerk learns to use a cash register in a simulated setting before working on the actual job
Emphasis is on instruction before hands-on application.
self-directed learning
Self-directed learning allows individuals to train at their own pace using structured materials like:
Books
Manuals
Computer programs
Content is presented in a logical sequence, requiring continuous responses from the learner. This method promotes independent learning and is ideal for programmed instruction.
