Training and Developing Employees
A procedure for providing new employees with basic background information about the firm. Orientation content
Information on employee benefits
The daily routine
Company organization and operations
Safety measures and regulations
Orienting Employees (cont’d)
A successful orientation should accomplish four things for new employees: Make them feel welcome and at ease.
Help them understand the organization in a broad sense.
Make clear to them what is expected in terms of work and behavior. Help them begin the process of becoming socialized into the firm’s ways of acting and doing things. The Training Process
The process of teaching new employees the basic skills they need to perform their jobs. The strategic context of training
Performance management: the process employers use to make sure employees are working toward organizational goals. Web-based training
Distance learning-based training
Cross-cultural diversity training
The Training and Development Process
Identify job performance skills needed, assess prospective trainees skills, and develop objectives. Instructional design
Produce the training program content, including workbooks, exercises, and activities. Validation
Presenting (trying out) the training to a small representative audience. Implement the program
Actually training the targeted employee group.
Assesses the program’s successes or failures.
Make the Learning Meaningful
At the start of training, provide a bird’s-eye view of the material to be presented to facilitates learning. Use a variety of familiar examples.
Organize the information so you can present it logically, and in meaningful units. Use terms and concepts that are already familiar to trainees. Use as many visual aids as possible.
Make Skills Transfer Easy
Maximize the similarity between the training situation and the work situation. Provide adequate practice.
Label or identify each feature of the machine and/or step in the process. Direct the trainees’ attention to important aspects of the job. Provide “heads-up” preparatory information that lets trainees know they might happen back on the job. Motivate the Learner
People learn best by doing so provide as much realistic practice as possible. Trainees learn best when the trainers immediately reinforce correct responses Trainees learn best at their own pace.
Create a perceived training need in the trainees’ minds.
The schedule is important too: The learning curve goes down late in the day, less than full day training is most effective. Analyzing Training Needs
A detailed study of a job to identify the specific skills required, especially for new employees. Performance analysis
Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee). Training Methods
On-the-job training (OJT)
Having a person learn a job by actually doing the job.
Coaching or understudy
Steps in OJT
Step 1: Prepare the learner
Put the learner at ease—relieve the tension.
Explain why he or she is being taught.
Create interest, encourage questions, find out what the learner already knows about this or other jobs. Explain the whole job and relate it to some job the worker already knows. Place the learner as close to the normal working position as possible. Familiarize the worker with equipment, materials, tools, and trade terms. Steps in OJT (cont’d)
Step 2: Present the operation
Explain quantity and quality requirements.
Go through the job at the normal work pace.
Go through the job at a slow pace several times, explaining each step. Between operations, explain the difficult parts, or those in which errors...
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