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Canadian Human Resource Management: A Strategic Approach

Canadian Human Resource Management: A Strategic Approach. Orientation and Training Chapter 7. 1. The Balance Between New Employee Capabilities and Job Demands. New Employee Capabilities. Job Demands. Orientation. Training. 2. Orientation Programs.

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Canadian Human Resource Management: A Strategic Approach

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  1. Canadian Human Resource Management: A Strategic Approach Orientation and Training Chapter 7 1

  2. The Balance Between New Employee Capabilities and Job Demands New Employee Capabilities Job Demands Orientation Training 2

  3. Orientation Programs • Programs that familiarize new employees with their roles, the organization, its policies and other employees and promote the socialization process. • Socialization: the continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization. 3

  4. Purposes of Orientation: • Reduce employee turnover • Reduce errors and save time • Develop clear job and organizational expectations • Improve job performance 4

  5. Purposes of Orientation • Attain acceptable job performance levels faster • Increase organization stability • Reduce employee anxiety 5

  6. Purposes of Orientation • Reduce grievances • Result in fewer instances of corrective discipline measures 6

  7. Topics often covered in Employee Orientation Programs Organizational Issues: • Employer history • Organization • Names/titles of key executives • Employee’s title and department • Physical facilities • Probationary period 7

  8. Topics often covered in Employee Orientation Programs Organizational Issues: • Product line or service • Production process • Policies and rules • Disciplinary regulations • Employee handbook • Safety procedures and enforcement 8

  9. Topics often covered in Employee Orientation Programs Employee Benefits • Pay scales/paydays • Vacations and holidays • Rest breaks • Training and education 9

  10. Topics often covered in Employee Orientation Programs Employee Benefits • Counselling • Insurance • Retirement • Employer-provided services • Rehabilitation programs 10

  11. Topics often covered in Employee Orientation Programs Introductions • To supervisor • To trainers • To co-workers • To employee counsellor 11

  12. Topics often covered in Employee Orientation Programs Job Duties • Job location • Job tasks • Job safety requirements • Overview of job • Job objectives • Relationship to other jobs 12

  13. Orientation Pitfalls -- (The human resource manager and supervisor should ensure the employee is not: • overwhelmed with too much information to absorb in a short time; • given only menial tasks that discourage job interest and company loyalty; • overloaded with forms to fill out and manuals to read; 13

  14. Orientation Pitfalls -- (The human resource manager and supervisor should ensure the employee is not: • pushed into the job with a sketch orientation under the mistaken philosophy that “trial by fire” is the best orientation; • forced to fill in the gaps between a broad orientation by the human resource department and a narrow orientation at the department level. 14

  15. Needs Assessment: Diagnoses present problems and environmental challenges that can be met through training, or the future challenges to be met through long-term development. 15

  16. Training Objectives should state: • the desired behaviour • the conditions under which this behaviour is to occur • the acceptable performance criteria 16

  17. Training Objectives: • Serve as the standard against which individual performance and the training program can be measured • Allow both the trainee and the trainer to evaluate their success against specific goals 17

  18. Learning Principles: Guidelines to the ways in which people learn most effectively. 18

  19. Learning Principles: • Participation • learn more quickly and retain learning longer • Repetition • etches a pattern into our memory • Relevance • learning in helped when material to be learned is meaningful to the trainee 19

  20. Learning Principles: • Transference • the closer the demands of the training program match the demands of the job, the faster a person can master the job • Feedback • motivated learners can adjust their behaviour to achieve the quickest possible learning curve 20

  21. Steps in the Evaluation of Training Trained or Developed Workers Evaluation Criteria Pre-test Post-test Transfer to the Job Follow-up Studies 21

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