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Training, Orientation, and Career Development

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Jen Shields

on 17 December 2013

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Transcript of Training, Orientation, and Career Development

Training, Orientation, and Career Development
"The growth and development of people is the highest calling of leadership."

-Harvey S. Firestone
What We Will Be Covering Today:
Employee orientation
The difference between training and development
Benefits of training
Methods of training
Strategies for good training and development
What do you think of when you hear the words "training and developing?"
The type of training we'll be covering today is a little different from Rocky's...
Training (in human resources) is teaching employees how to perform their present jobs.
Development (in human resources) is a process of preparing an employee for future job responsibilities.
Training and Development are often compared, the differences between the two are:
Both training and development teach employees skills, knowledge, and attitudes. These activities are usually the responsibility of the human resource department.
Short-term focus
Group based (more often than not)
Focuses on the “today” needs

Long-term focus
Individually based
Leads to the “tomorrow” results
The Benefits of Employee Training
Benefits to the Organization
Benefits to the Individual (which in turn benefit the organization)
Benefits in H.R. Management

Benefits to the Organization
improved profitability
improves job knowledge and skills at all levels in the organization
improves the morale of the workplace
helps people identify with organizational goals
creates a better corporate image
Benefits to the Individual
helps toward better decision making and problem solving
helps in handling stress
fosters a sense of achievement, growth, and responsibility
increases job satisfaction and recognition
moves the individual toward personal goals
provides the individual with an avenue for growth
develops a sense of growth in learning
helps eliminate fear of attempting new tasks
Benefits in H.R. Management
improves communication between groups and individuals
aids in orientation for new employees
improves skills
makes organizational policies, rules, and regulations known
builds cohesiveness in groups
makes the organization a better place in which to work
Methods of Training
Job Instruction Training
Job Rotation
Apprenticeships and Coaching
Lecture and Video Presentations
Case Study
Self-study and Programmed Learning
Laboratory Training
Computer-based Training

Job Instruction Training
First the trainee receives an overview of the job, its purpose, and desired outcomes
Then the trainer demonstrates the job to provide the employee with a model to copy
The employee is allowed to mimic the trainer's example which is followed by feedback from the trainer
Finally the employee performs the job without supervision
Job Rotation
To cross-train employees in a variety of jobs, some trainers will move the trainee from job to job. Besides giving workers variety in their jobs, cross-training helps the organization when vacations, absences, and resignations occur.
Apprenticeships and Coaching
Apprenticeships involve learning from a more experienced employee or employees. This is popular amongst tradespeople.
Coaching occurs as an experienced person offers performance advice to a less-experienced person.
Lecture and Video Presentations
Lecture and other off-the-job training techniques tend to rely more heavily on communications.
Lecture and video presentations are popular approaches but participation, feedback, and repetition are often low. Feedback and participation can be improved when discussion is permitted after the lecture/video presentation.
Case Studies
By studying a case, trainees learn about real or hypothetical circumstances and the actions others took under those circumstances. Trainees can learn both content from the cases as well as develop decision-making skills.
Self-study and Programmed Learning
Carefully planned instructional materials can be used to train and develop employees. Self-study techniques can range from manuals to prerecorded cassettes or videotapes.
Laboratory Training
Laboratory training is a form of group training used primarily to enhance interpersonal skills. It involves employees sharing their experiences and examining the feelings, behavior, perceptions, and reactions that result. Usually a trained professional serves as a facilitator.
Computer-based Training
Computer-based training (CBT) offers the student control over the pace of learning and other training contents that offer the benefits of interactive learning, participation, and positive reinforcement during training.
(on the job training)
Benefits to the Organization Continued
aids in developing promotions from within
aids in developing leadership skills, motivation, loyalty, as well as positive attitudes
promotes more effective decision making and problem solving
aids in productivity
Benefits to the Organization Continued
develops in employees a sense of responsibility for being competent and knowledgeable
reduces outside consulting costs by utilizing competent internal consulting
helps employees adjust to change
aids in handling conflict, therefore helping to prevent stress and tension
Employee Orientation
Orientation programs familiarize new employees with their roles, with the organization, and with other employees.
The Purposes of Orientation
Reduces Employee Turnover
Reduces Errors and Saves Time
Develops Clear Job and Organizational expectations
Employees are more likely to quit during their first few months.
The difference between what a person expects to find at the work place and what one actually finds is referred to as cognitive dissonance . If the dissonance is too high, employees take action. For new employees this action may be quitting.
A proactive human resource department can help employees fit into the organization by anticipating these concerns and addressing them during an orientation program.
A well oriented employee knows exactly what is expected of him or her and, hence, is likely to make fewer mistakes
Effective orientation can reduce the number of mistakes committed by the inexperienced employee
To tell employees what the organization expects of them and what they can expect in return, effective orientation is absolutely necessary.
The orientation program helps the individual understand the social, technical, and cultural aspects of the workplace. As new employees are accepted, they become part of the social fabric of the organization which benefits both the individual and the organization
Content/topics often covered in Orientation Programs
Most organizations conduct orientation on an individual basis, although group orientation programs are also used in large organizations where several employees are hired at the same time.
Organizational Issues
Employee Benefits
Job Duties
Organizational Issues
history of employer
organization of employer
names and titles of key executives
employee's title and department
layout of physical facilities
probation period
product line or services provided
overview of production process
company policies and rules
disciplinary regulations
safety procedures and enforcement
Employee Benefits
pay scales and paydays
vacations and holidays
rest breaks
training and education benefits
insurance benefits
retirement program
employer-provided services to employees
to supervisor
to trainers
to coworkers
to employee counselor
Job Duties
job location
job tasks
overview of job
job objectives
relationship to other jobs
What is orientation?
Do you remember grade 9 orientation day? What happened?
By a show of hands how many of you are currently or were previously employed part time by an organization?
What was your training like? What methods were used?
Real Life Example
Meet Sarah!
Sarah was an intern at Walmart. She has a blog, where she recorded her own experiences during Walmart orientation.
"We did team-building exercises with other tables and “networked”. We played a Walmart board game. You were given a scenario and you had to decide how to run the entire Walmart operation. If there was a snow storm, do you load the trucks or not? The team that ran their business the best was rewarded with the highest profits."
"We played some other games and learned a lot of stuff. We had to learn the history of Walmart and lots of random facts about the company. We formed into our groups again and began doing more orientation stuff. We went over the Ethical Policy of the company. But, the coolest part of the day was meeting with our bosses!"
Real Life Example
Tesco is the largest British retailer and is also the world's third largest grocery retailer with outlets across Europe, USA and Asia. The business began in 1919, meaning it is almost 100 years old. Tesco recognizes that increasing knowledge, improving skills and job satisfaction of employees are all vital to the continued growth of the company.
Tesco has a flexible and structured approach to training and development, which adapts to individual employee needs. This allows people identified as having the potential and desire to do a bigger or different role to take part in training to develop their skills and leadership capability.
Tesco's Options program provides a long-term strategy for development. Their options program is flexible that is adapted to one’s personal needs, which can last between 6 months to 2 years. It aims to develop a combination of leadership, general and operating skills through 'on and off' the job experiences and a clear process that is designed to provide transparent feedback and coaching.
Recruiting new staff is more expensive than retaining existing staff, so for Tesco, retaining staff is extremely important. Tesco sees it as a priority to develop leadership at every level in every part of the business. In the last year over 2,900 managers, of which 85% were internal promotions, were appointed in the UK

Tesco offers employees both on-the-job training and off-the-job training. On-the-job training methods at Tesco include:

shadowing a person already in the job shows the employee how to do it
coaching a manager or designated colleague will help trainees work through problems and inspire them to find solutions
mentoring a more experienced member of staff acts as an adviser
job rotation or secondment the trainee has the opportunity of covering their target role, taking full responsibility on a temporary or limited basis.

Do's and Don't of Employee Training and Development
(strategies for good training and development)
Require all employees to attend and fulfill your training program
Training must include a thorough description of the task and the expected result from the performance of it
Training should include examples of procedures, timing and other details of protocol
Train often, even your veteran employees
Expect employees to appreciate the training you provide for them
Treat employee training as punishment
Schedule employee training during the most unreceptive times
Now that we have learned about the different training methods.... why don't we test our knowledge with an activity?
Time for Charades!
- Each table group, will receive one of the methods of training, chosen by chance, from a Ziploc baggie

- As a group, you must act out the method that was chosen, to the class

- If you are able to get the class to determine which method is being displayed by your group, you will receive points, as well as the group(s) that guessed correctly

- You may speak, but may not say any of the words that are in the title of the method (extra points will be awarded if the team does not have any verbal dialogue)

- The team will be disqualified if they tell another group which method they are acting out

- You will have 5 minutes to come up with a skit for the class

Good Luck!
Now that we have learned about the four categories covered in employee orientation programs, lets have an activity.

With our presentation coming to an end, we'd like to have one more activity
In conclusion:
We hoped you picked up some interesting information from our presentation; and that your knowledge of
Training, Orientation, and Career Development
in human resources has grown.

Our References
Thank you so much Werther, Davis, Schwind, and Das who wrote Canadian Human Resource Management Third Edition; portions of the textbook aided us with our information about training, development and employee orientation

For the Do's and Dont's section we retrieved some information from: http://www.dermascope.com/client-care/employee-training-dos-and-donts

All images were retrieved from google images

Videos courtesy of youtube

(on the job training)
(on the job training)
(off the job training)
(off the job training)
(off the job training)
(off the job training)
(off the job training)
Full transcript