Week 7 Flashcards
Orientation
type of process
Provide new employees with basic background info about firm and job.
long term continuous socializing
Training
type of process
org’s impart info and instructions to help employee gain required skills and knowledge to perform job
short-term and discrete
methods of orientation 2 (a vs b)
brief vs lengthly
informal vs formal
Formal Orientation programs (4-5)
publications/guides/handbooks
facility tour and staff instructions
Job related documents and info
training
performance appraisal criteria
Purpose of employee onboarding (business) - 2
goals for continuous performance
improve retention
Purpose of employee onboarding (employee) - 3
employee productive faster
reduce jitters and reality shock
speed up socialization
Reality shock
discrepancy between expectations and reality
Socialization
establishing attitudes, standards, values and behaviours expected by organization
Onboarding and Orientation HR - Responsibility (3)
- first day of orientation
- basic info about organization
- follow up and reviews
Onboarding and Orientation Supervisor - Responsibility (3)
Continue orientation from HR
Explain in depth and nature of job
Introduction to team and co-workers
Onboarding and Orientation Buddy - Responsibility 2
assigned to new hire
assists with day to day tasks and questions
Evaluation of Orientation Program 3
- Employee Reaction
- Socialization Effects
- Cost/Benefit Analysis
Evaluation of Orientation Program - Employee Reaction
opinion on usefulness of program
transference of feelings to job performance
Evaluation of Orientation Program - Socialization Effects
Understand/accept beliefs, values and norms of organization
Evaluation of Orientation Program - Cost/Benefit Analysis
Costs: Printing books, time spent, modules
Benefits: reduction in error, productivity rate, efficiency level
some problems with orientation (4)
little to no orientation
too much info in short time
info too broad or too detailed
too many forms/modules
Training
teach employees basic skills/competencies to perform jobs
Focus - Training
Focus - Development
Current Job
current and future job
Scope - Training
Scope - Development
Individual Employee
Work group or organization
Time Frame - Training
Time Frame - Development
Immediate
Long-Term
Goal - Training
Goal - Development
Fix current skill deficit
prepare future work demands
Slide 27???
Legal Aspects of training
_______ procedures are vaild
training is not ______ _________
admission procedures
unfairly discriminatory
Negligent Training
employer fails to adequately train employee who subsequently harms third party
5 - Step Training Process
Step 1: Training Needs Analysis
Step 2: Instructional Design
Step 3: Validation
Step 4: Implementation
Step 5: Evaluation of Training
- Training Needs Analysis - components (3)
Task Analysis
Performance Analysis
Establish Training Objectives
Task Analysis
use info from job description and specification to break job into task and skill
Performance Analysis (4)
verify deficiencies
appraise workers
Can’t do vs Won’t do problems
Adequate training vs incentives
Establish Training Objectives
Specify what trainee should be able to accomplish after completing training
- Instructional Design
employees needs determined and objectives set -> training programs are designed.
Types of training - Programmed Learning
Adv
Disadv
textbook or computer: questions, facts, problems, modules
Adv: reduce training, learn at own pace, feedback , reduce error
Disadv: cost of developing manuals or software for programmed instructions
Types of training - Classroom training
primary method for corporate training in Canada
quick method to provide knowledge to large groups of trainees
Types of training - Blended Learning
instructor-led training and online e-learning
Types of training - Informal Training
Learning not determined or designed by organization
Types of training - On-the-job training (4)
learn on job, inexpensive, no need for off-job facility learning, quick feedback
On-the-job training - Apprenticeship
learner/apprentice study under protection or supervision of higher authority
On-the-job training - Job Instruction Training
logical sequence of steps taught with details and in order
Technology - Enabled Training Techniques
computer, e-learning, web-based
flexible, personalized, cost effective
Step 3: Validation (3)
Ensure objectives accomplished
run through using representative audience
feedback -> assess -> revise
Step 4: Implementation (3)
Schedule delivery by professional trainer
train-the-trainer work shops required
trainers equipped with content and presentation knowledge
Step 5: Evaluation of Training RLBR
Reaction, Learning, Behaviour, Results
Reaction
Learning
Behaviour
Results
Where trainees satisfied
Did trainee learn what was intended
was training transferred to job
Did training deliver intended results in organization
Time Series Design
take series of performance measures before and after training program (correlation relationship)
Controlled Experiment
Determine extent to which any change in performance in training group resulted from training itself (rather than organization wide change)
Guidelines to maximize training effectiveness (4)
- overall picture at beginning of training
- similarity between training situation and work situation
- motivate trainees: learn, feedback, engage
- Pre - training preparation
Training for Global Business and Diverse Workforce
Develop leaders with multi-cultural experience and competencies -> success in global marketplace
Cross-cultural communication training
focus on workplace cultural etiquette and interpersonal skills
Cultural Sensitivity Training
sensitizing employees to views of different cultural groups. Diverse employees work together efficiently
Career
series of work related positions that help person grow in job skills, success, fulfillment
Career Planning
become aware of person skills, interests, motivations
obtain info abut opportunities, choices, careers
career action plan
Career development
activities that contribute to person’s career exploration, establishment, success and fufillment
Vocational Preference interests for career planning (6)
realistic, investigation, conventional, enterprising, social, artistic
Vocational Preference test
people divided in 6 personality, environments described according to 1/6. Choices made as people seek environment agreement with personality type
Vocational Interests do not predict
success
New Approached for Career Development
Frequent Job transitions, linear career paths, dynamic approach to career development
Career Anchor
concern or value that person will not give up if choice has to be made
Edgar Schein’s Career Anchors - Technical Function
remain and grow in technical or functional field, avoid general management
Edgar Schein’s Career Anchors - Managerial Competence
Motivation to become managers
Edgar Schein’s Career Anchors - Creativity
entrepreneurs build or create their own product
Edgar Schein’s Career Anchors - Autonomy and Independence
driven to be own person and work in large organization
Edgar Schein’s Career Anchors - Security
Long run career stability and job security for stable future
Edgar Schein’s Career Anchors - Service/Dedication
meaningful job in large context
Edgar Schein’s Career Anchors - Pure Challenge
overcome odds, solve complex problems, comp advantage
Edgar Schein’s Career Anchors - Lifestyle
family career and personal career (not balancing work and life) more focus on integrate careers
Succession Planning
senior level and critical strategic job openings are planned and filled
Succession Planning Steps (3)
- Strategic direction of organization
- core skills and competencies for job
- Identify employees
Management Development
Improve current or future management performance
