Socializing, Orienting, and Developing Employees

Human Resource Management

When starting a new job, many people wonder:

Will I be able to do the job? Will I fit in around here? Will the boss like me?

First day jitters

Ability to learn

Employees satisfaction

Organization devote considerable time & resources to hiring people

By the first day, the employer already has an investment in the worker

To help new employees fit in, orientation programs familiarize employees with their…..

Roles OrganizationPolicies & other

employees

Quitting Early, Dissatisfaction, Turnover cost

One obstacle to a productive & satisfied WF is initial turnover

Dissonance Reduction Difference between what one anticipates & what one

encounters If dissonance is too high, people take action-Quitting

New Employee Turnover Turnover is expensive These costs never appear on the profit & loss statement

as “turnover expenses” Records in the HR dept-payroll records- employees training-providing safety equipments are lost when ‘E’ leaves

HR department by using orientation to help meet the personal objectives of the employees

HR department can maintain & retain a productive WF

HR dept can ease an employees transition into a new job

T & D- Org seek to make current employees more productive in their current jobs & prepare them for future responsibilities

Orientation Programs

Texas Instruments

The Purpose of New-Employee Orientation

“ Activity which involves introducing new employee to the Org & their work units”

Orientation may be done by the supervisor, the HRM staff or some combination.

Orientation Continue………

Formal or informal, depending on the size of the organization.

Covers such things as: The organization’s objectives History Philosophy Procedures Rules HRM policies and benefits Fellow employees

Contents Of Orientation Program…….

Organization’s Issues

Goals & Objectives History

Procedures Policies

Rules & RegulationsHierarchy, names of executivesOrg Culture, Market & clients

Present & Future Plans

Pay ScalesWork hours, rest breaks

Insurance benefitsRetirement Program

Training Development ProgramsPromotions & Transfers

Human Resource Policies

Introduction Socialization, training and development

are all used to help new employees adapt to their new organizations and become fully productive.

Ideally, employees will understand and accept the behaviors desired by the organization, and will be able to attain their own goals by exhibiting these behaviors.

Training & Development chapter 6

Socialization . Ongoing process through which an

employee begins to understand & accept the values, norms of work roles & beliefs held with in the organization .

Socialization Process

Individuals Personality

OrganizationsCulture & Values

Values of the Org are transmitted to newcomersThrough formal methods such as orientation & informal one such

as hazing

Socialization Process

Outcomes

Productivity

Employees Commitment

Reduction of Employees’ Turn-over

The Process has Three Stages

Pre-arrival stage: Individuals arrive with a set of values, attitudes and expectations which they have developed from previous experience and the selection process.

The Socialization Process

Encounter stage: Individuals discover how well their expectations match realities

within the organization. Where differences exist, socialization

must be carried out. “ Members may quit or resign if the diff

is high… Realistic job info should be given at the selection process”

The Socialization Process Metamorphosis stage: Individuals have adapted to the organization, feel

accepted and know what is expected of them.

Transformation should be done in professional & careful manner in order to achieve the outcomes of Socialization process such as :

Productivity

Commitment

Reduce TURN- OVER

A Socialization Process

HRM’s Role in Orientation

Coordinating Role: HRM instructs new employees when and where to report; provides information about benefits choices.

Participant Role: HRM offers its assistance for future employee needs (career guidance, training, etc.).

Employee Training

Helps employees to fill up the gap between “their present knowledge, skills, attitude” and the “desired SKA” for the present jobs

present day oriented Focus on individuals current jobs Enhancing specific skills & abilities to

immediately perform their jobs and be

Employee development

Future-oriented training, focusing on the personal growth of the employee.

“The gap filling enhancement of employees’ knowledge, skills and attitude to enable them to become competent for the future higher job

position”

How to retain someone at workplace ( Retention Strategy) Good Incentives

Salary & Wages + Fringe Benefits Long Term Contracts

3 years lecturer 3-4 years of PhD 5 Years Sign a Bond

Development ProgramsPh.DCareer Development programs

Employee development Focuses on future jobs in the organization Job career progress new skills and abilities will be

required

Example: sales territory manager, skills needed to perform job quite diff from those required to sell products

Supervise number of sales rep’s Management competencies Communication skills Evaluating employee performance

Are you groomed for positions of greater responsibility ?

Employee TrainingThrough Training, employees gain:

Knowledge

Skills

Develop their abilities

Improve attitudes

Purpose Of Training

Improve performance

Update employees Skills

(Technology changes, solve Org problems,

develop employees for promotions)

Employee Training

Determining training needs

Indicators of need for more training: Job performance or drop in productivity Increased rejects Job redesign or a technological breakthrough Rise in the number of accidents Competitive pressure /Change in the

Org Strategy( Downsizing, restructuring)

Steps to T&D Trainer must asses the needs of the

employee & the organization to learn which objectives should be sought.

Once objectives are set, the specific

content and learning principles are considered

Needs Assessment Diagnoses current problems and future

challenges to be met through training and development

Example: Competitive pressures or a change in org strategy may lead to downsizing & restructuring that Company. As a result remaining employees need to be more broadly trained

NA must consider each person Individuals employee’s need may be

determined by the HR dept-Supervisors – by self nomination

Approaches Survey (Trainees more receptive to resulting

programs when they are viewed relevant)Task identification Production record-grievances, safety reports,

absenteeism & turnover, exit interviews of departing employees may reveal problems that should be addressed through T&D efforts

inappropriate placement, orientation, selection or recruiting may lead to workers deficiencies

Employee Training

Determining Training Needs

Training & development Objectives

Once it has been determined that training is necessary, training goals must be established

The value added by training must be considered versus the cost.

Training goals should be established that are tangible, verifiable, timely, and measurable ( SMART)

Ex: Fire fighter & airline reservationists

Program Content Learning Principles

Program Content

Is shaped by the needs assessment and the learning objectives

Teach specific skills Provide needed knowledge Influence attitudes

Program must meet the needs

of the ORG & the

Participants

Learning Principles

Guidelines to the ways in which people learn most effectively

Participation Repetition Relevance Transference Feedback

T&D are more effective when the training

methods match the Learning styles of the participants & the types of jobs needed by the

Organization

The more these principles are reflected in training, the more effective training is likely to be

Learning Principles

Participation: Learner quickly learns if participates actively (riding bicycle )

Repetition: Practice again what makes learner a perfect person

Relevance: Material should be relevant to the ones job (trainer usually explain the overall purpose of a job to trainees before

explaining specific tasks– trainee see the relevance of each task & follow correct procedures)

Transference: The more closely the demands of training program should match the demands of the job, the faster a person learns to master the job Pilots trained in the flight simulators

(trainee quickly transfer the learning in the simulator-actual flight conditions) Feedback: Gives learners the info on their progress of how much they

learnt“Tell me & I will forget, show me & I will may remember, involve me & I will

Understand”

Training Approaches

On- the-job Training

On-the-job training places the employees in actual work situations and makes them

appear to be immediately productive. It is learning by doing. For jobs that either

difficult to simulate or can be learned quickly by watching and doing, on-the-job training

makes sense.

Tell me and I will forget, show me & I will remember and involve me and I will understand

On-the-job training techniques

Job Instruction TrainingJob Rotation ApprenticeshipCoachingCommittee Assignment

Job Instruction Training

1. Preparing the trainees by telling them about the job and overcoming their uncertainties;

2. Presenting the instruction, giving essential information in a clear manner;

3. Having the trainees’ try out the job to demonstrate their understanding;

4. Placing the workers in the job, on their own, with a designated resource per son to call upon should they need assistance?

Job instruction training applications can achieve impressive results. Studies indicate’ that employee turnover can be reduced. Higher levels of employee morale have been witnessed, as well as decrease in employee

accidents.

Ford’s Example

Job rotation Cross train employees in a variety of jobs Cross training helps Org when vacations,

absences, downsizing or resignations occur

Learning participation & high job transferability – learning adv of job rotation

Often associated with hourly employees, It can be used for many levels on the org

Apprenticeship programs

Learning from more experienced employees

Assistantships & internships are similar to it because they use high levels of participation by the trainee & high level of transferability to the job

Plumbers, carpenters often required to go through AT

COACHING

Coaching is similar to apprenticeship because the coach attempts to provide a model for the trainees to copy.

It tends to be less formal than apprenticeship program because there are few formal classroom sessions

It is provided when needed rather than being part of a careful planned program.

The manager or supervisor rather than the HR department almost always handles coaching.

COMMITTEE ASSIGNMENT

Committee assignments can provide an opportunity for the employee to share in decision making, to learn by watching others, and to investigate specific organizational problems. When committees are of a tem porary nature, they often take on task-force activities designed to delve into a particular problem, ascertain alternative solutions, and make a recommendation for implementing a solution. These temporary assignments can be both interest ing and rewarding to the employee's growth.

Appointment to permanent committees increases the employee's exposure to other members of the organization, broadens his or her understanding, and pro vides an opportunity to grow and make recommendations under the scrutiny of other committee members.

Off-the-job training techniques

Classroom lectures Films and videos Simulation Exercises

Virtual Reality Role Plays & Management Games Case Study Vestibule Training Simulation Training

Lectures & Video Prensetations

Lectures techniques rely more on communications than on modeling

Participation, feedback, transference & repetition are often low

Television, films – using media productions to demonstrate specialized skills that are not easily presented by other training methods

Simulation Exercises

Training that occurs by actually performing the work

Advantages: create an environment similar to real situations which managers faces

Disadvantage: difficult to duplicate the pressures & realities of actual decision making on the job- individuals often act differently in real life situations than they do in simulation excercies

Virtual Reality

New concept – simulate actual work activities by sending various messages to brain

Place a helmet over his or her head- sensors that display both visual & audio simulations of an event

Skiers can be taught to ski through VR Allows individuals to interact with their

environment as if they were really here

Case study

Trainees study the cases to determine problems, analyze causes, develop alternative solutions

Select best solution & implement it Effective method for decision making

abilities within the constrain of limited info

Role playing Device that forces trainees to assume

different identities Well suited for diversity training – greater

empathy & tolerance for individual differences

Create a work environment conducive to a diverse workforce

Example : male worker assume the role of female supervisor- female supervisor assume the role of male worker

Vestibule training

Set up with the equipment similar to that used on the job

such trainings do not disturb the normal operations of the organizations

Example : PC Peshawar

Employee Development

Employee development methodsSimulations include case studies, decision

games and role plays and are intended to improve decision-making.

Outdoor training typically involves challenges which teach trainees the importance of teamwork.- emotional & physical challenge

Mountain climbing – surviving a week in the jungle