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Luzminda A. MalcampoRitchel M. Molero
Jesette Caroline S. SalasJoseph Mark C. Salas
Lynette B. Ysalina
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The effectiveness and success of an organization lies on the people who form and work within the organization.
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It follows therefore that the employees in an organization need to acquire the relevant skills and knowledge to be able to perform their duties and make meaningful contributions to the success of the organizational goals.
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• Employee Orientation• Training
&Development
• Job versus Career• Career
Management
• Appraising Performance• Improving Performance
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Effectively orienting new employees to the workplace and to their positions is critical in establishing successful, productive working relationships.
The act of welcoming recruits into the organization.
It is a make or break period for the newly hired employee
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1. To reduce start-up costs; 2. To reduce anxiety; 3. To reduce employee turnover ; 4. To save time for supervisor & co-workers;
and5. To develop realistic job expectations,
positive attitudes and job satisfaction.
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An effective orientation will:
Foster an understanding of the business culture, its values, and its diversity;
Help the new employee make a successful adjustments to the new job;
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An effective orientation will:
Help the new employee achieve objectives and shorten the learning curve
Help the new employee develop a positive working relationship by building a foundation of knowledge about the company.
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Pre-Employmen
tPrior to the
employees first day
Job Orientation
First week on the job
Learning the
RoutinesFirst Few months
Mastering the Role
Six months & beyond
1. Overview Orientation2. Job-specific Orientation
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Specific Informati
on
Benefits Informati
on
Objectives and
Operations
• Company VMV & History
• Business facts• Navigating in the
business environment
• Etc.• Health
Insurance Options
• Retirement Planning
• Etc.
• Specific responsibilities
• Day-to-day job information
• Individual performance expectations
• Etc.
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1. All effective programs view orientations as an ongoing process, not just a one-day program;
2. Because orientation is an ongoing process, information is given to new employee closest to the time it is needed;
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3. Successful orientation programs shared their “corporate culture”;
4. The employee’s first day is truly welcoming and helps the employee feel useful and productive;
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5. The benefits of orientation are clear and visible to both the new employee and the organization;
6. The supervisor’s role is clear and well executed with the HRD’s assistance;
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7. Orientation objectives in successful organizations are measurable and focus on specific knowledge, skill acquisition, and influencing attitudes;
8. Adult learning concepts are known and used to guide orientation;
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9. Many NEO programs use guest speakers (live or on video tape); and
10. The NEO process is evaluated by participants, supervisors and the HRD from bottom line results
- Mark Twain
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It is a systematic development of:
Knowledge;
Skills; and
Attitudes
required by employees to perform
adequately on a given task.
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To increase employee efficiency, professional growth, smooth and more effective organization’s operations.
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Research shows that productivity increases while training takes place.
Staff who receive formal training can be 230% more productive than untrained colleagues who are working in the same role
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Improved Quality & Productivi
ty
Staff Retenti
on
Training
& Dev’t
.The
Flow-on Effect
Company Competi-tiveness
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On-the-Job Training/Coaching
Induction/Orientation
Apprenticeship
Demonstration
Vestibule
Formal Training
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Development
Under-study
Job-rotation
Self-development
/ Self-assessment
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Administrative Approach;
Welfare Approach;
Political Approach;
Organizational Development Approach; and
Systematic or Need-Based Training
Approach
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Increase productivity; Improve the quality of work and raise morale;
Develop new skills, knowledge, understanding, and attitudes;
Use new tools, machines, processes, methods or modifications correctly;
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Reduce waste, accidents, turnovers, tardiness, absenteeism, and other overhead costs;
Fight obsolescence in skills, technologies, methods, products, markets, capital management, etc;
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Implement new or changed policies or regulations;
Bring incumbents to that level of performance which meets the standard performance for the job;
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Develop replacements, prepare people for advancement, improve manpower deployment, and ensure continuity to leadership; and
Ensure the survival and growth of the organization.
- Maxim Gorky
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Talent management
Cost management
Globalization
Engagement
Career is the pattern of work-related experiences and activities over the span of a person’s life
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Job • Each job is a tool to
provide income to reach financial goals;
• Having a job rarely involves any planning;
Care
er • A career is a
vocation in which talents and skills are expressed throughout a lifetime;
• A career always requires careful career planning and preparation;
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Job • A job becomes less
satisfying over time especially if your true gifts and abilities are not utilized;
• In a job one works to live
Care
er • A career allows you
to cultivate and focus your passion and interests;
• In a career one lives to work
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Job • Most people
choose jobs and work environments that fit lifestyle choices; C
are
er • Careers are chosen
to leverage education and experience for advancement and progression;
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Job • A job offers
stability and security;
• A job represents routine, low risk and stability
Care
er • A career stimulates
talents in a way that aligns with personal aspirations;
• A career embodies flexibility, risk and opportunity
Establishment
AdvancementMaintenance
Retirement
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Baby Boomers
Middlescence
Graying Age
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Be clear from the outset;
Give them extra structure;
Teach business standards;
Give them free reign to multitask;
Cultivate a positive atmosphere;
Be a mentor; and
Strive for work-life balance
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Fresh Assignments
Career Changes
Mentoring
Fresh Training
Sabbaticals
Leadership Development
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Throw out all your assumptions;
Remember the range of ages;
Communicate, communicate,
communicate;
Value their life experience;
Train them;
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Meet their security needs;
Motivate them;
You don't have to "be the boss“;
Be flexible; and
Use them as mentors.
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Can help inform employees about the sequence of job opportunities in the organization
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involves matching a person’s aspirations with opportunities ◦Counseling, ◦Seminars, and ◦Self assessment
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Effective leadership;
A knowledgeable, skilled, and motivated
people; and
An organization designed to enable people
to achieve.
- John Gunther
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Behaviour Results Performan
ce
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A strategic and integrated approach to increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors
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1 •Planning
2 •Monitoring
3 •Developing
4 •Rating
5 •Rewarding
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PM focuses on results rather than behaviours and activities;
PM Aligns organizational activities and processes to the goals of the organization;
PM Cultivates a system-wide, long-term view of the organization;
PM Produces meaningful measurements; and
Other benefits
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performance measurement - transparent,
short, medium and long term;
clarifying, defining, redefining priorities
and objectives;
motivation through agreeing helpful aims
and targets;
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motivation through achievement &
feedback;
training needs and learning desires -
assessment and agreement;
identification of personal strengths and
direction - including unused hidden
strengths;
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Career and succession planning - personal
and organizational;
Team roles clarification and team building;
Organizational training needs assessment
and analysis;
Appraisee and manager mutual awareness,
understanding and relationship;
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Resolving confusions and
misunderstandings;
Reinforcing and cascading organizational
philosophies, values, aims, strategies,
priorities, etc;
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Delegation, additional responsibilities,
employee growth and development;
Counselling and feedback; and
Manager development - all good managers
should be able to conduct appraisals well -
it's a fundamental process.
- David Ripley, PhD, SRP
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FocusFocus•Immediate
Problem
Solution•Training•Discipline
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• Fair Pay• Reasonable Benefits• Clean & Safe Working
Conditions
Recognizes and deals
with most of the “hygiene
factors”
• Counselling• Fitness Programs• Child Care• Employee Assistance
Program
Recognizes that fact that hiring someone means
getting the whole person,
including personal problems
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System Factors
Information
Resources
Incentives
Person Factors
Skills & Knowledge
Capacity
Motivation
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1. Build a foundation;
2. Create a positive
environment;
3. Put people on the right path;
4. Educate the masses;
5. Don’t forget the fun;
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6. Acknowledge contributions;
7. Provide incentives;
8. Honour your promises;
9. Provide career coaching;
and
10. Match tasks to talents.
“We’re a big company with big ideas, and by gosh, I really like
your big resume!
I’LL BE DOWNSTAIRS MAKING PEOPLE
NERVOUS The HR is
IN
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Textbooks: Adiodun, E.J.A. (1999) Human Resources
Management, An Overview. Concepts Publication, Shomolu, Lagos, p. 110-121
Adeniyi, O.I. (1995) “Staff Training and Development” in Ejiogu, A; Achumba, I. Asika (eds)
Managing Careers in 2000 and Beyond, Jackson C, Arnold J, Nicholson N, Watts A G. Report 304, Institute for Employment Studies, 1996.
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Websites: http://www.hr.com http://www.training.com.au http://www.about.com http://www.employment-studies.co.uk http://www.wikihow.com http://www.eHow.com http://www.work911.com http://www.oppapers.com http://www.hrweb.berkeley.edu