Orientation & Training

Orientation
• Orientation is a requirement before the
recruit starts working.
• The importance of orientation and training
is something that must be fully appreciated
by management including the HRM and
the rank and file.
• ORIENTATION
– a set of activities, such as familiarizing new
employees with company rules, policies and
procedures, with the view of making the
employee well-adapted to the work
environment.
 Purposes of Orientation
1. It creates an initial favorable impression
- A new employee who has a good
impression of the company and the work
environment especially on the first day of
employment will find adjustment easier.
- In the absence of orientation, the new
employee will have to find other ways of
learning about his work.
- The new employee may be confronted with
something he cannot fully understand and
he may derive a wrong conclusion
 Purposes of Orientation
2. It enhances interpersonal acceptance
- Orientation helps the new employee in
meeting the expectations of the company
and his work group.
- With the passage of time, work groups
adapt certain norms of conduct and the
new recruit will conform to these norms.
3. It helps the new recruit adjust himself to
the job.
- Effective orientation creates a sense of
security, belongingness and confidence to
the new recruit.
Who is Responsible for Orientation
1. The Chief Executive Officer (CEO)
- The CEO is in the best position to rally the
new recruits to do their best. Two ways:
1. He could give a warm welcome on their first day
of work, by saying things like what a good
choice of job they had made, and how exciting it
is to work in the organization.
2. He can make new employees listen to and feel
the company’s vision during brief encounters
with them anywhere in the company premises.
Who is Responsible for Orientation
2. The Head of the HR department
- The formalization of the employment of
new recruits requires the processing of
some important documents like SSS & BIR
which are necessary for the preparation of
payroll.
- The HR department must provide
necessary administrative support .
- During the orientation, the HR department
provides briefing on the various HR policies
like those that concern promotions,
transfers & lay-offs
Who is Responsible for Orientation
2. The Head of the HR department
- The HR department must train them in the
procedures for conducting the departmental
and job orientation.
3. The supervisor of the new employee
- The supervisor must make the new
employee feel that he is welcome.
- He introduces the new employees to his co-
workers.
- He should seek the support of those in the
unit to help the new employee adapt to his
new work environment.
 Levels of Orientation
1. Organizational Orientation – topics of
relevance and interest to all employees
1. An overview of the company
2. A review of the key policies and procedures
3. Compensation
4. Fringe benefits
5. Safety and accident prevention
6. Employee and union relation
7. Physical facilities
8. Economic factors
 Levels of Orientation
2. Departmental and job orientation – topics
concerning the specific department and
the job.
1. The functions of the department
2. Job duties and responsibilities
3. Policies, procedures, rules and regulations
4. Tour of the department
5. Introduction to department employees.
 How Orientation Programs are
Presented
Orientation program are aimed at providing
relevant information to the new
employees.
1. classes
2. meetings
3. tour of the company offices and plants
4. films
5. employee handbook
6. information leaflets
7. slides
8. charts
 Training
• Training is an attempt to improve the
employee’s ability to perform his job so the
goals of the organization can be achieved.
• Who is responsible for training
– The supervisor is mainly responsible for
training the employee assisted in some ways
by the personnel manager or training director.
– The supervisor is in the best position to train
for he has the abilities, skills and the right
attitude needed to be imparted to the
employee.
 Who is Responsible for Training
– The supervisor possesses some specific
knowledge about operating the various
equipment & appliances in his unit
– The supervisor must have the ability to teach.
– The personnel manager or the training
director cover assistance to the supervisor like:
1. Determining what training activities are needed
2. Evaluating the training programs
3. Informing management on the status of each
programs
4. Selling the training programs to all supervisors and
managers
5. Integrating the training programs with other personnel
actions, such as promotions and transfers.
 Importance of Training

• The employees must perform their jobs

efficiently and effectively.
• Training is the preferable solution of firing
an employee, because it will minimize
recruitment and hiring cost as the
employee is already in place and is
familiar with the company and his job.
 Assessing Training Needs

• Not all training activities are useful, some

of them are unnecessary.
• To prevent wasteful use of training funds
an assessment of training must be
undertaken.
• Needs assessment is a process designed
to determine whether training is necessary
or not.
 Assessing Training Needs

• It normally involves identifying the

following
– Organizational goals
– Tasks that must be completed to achieve
goals
– Behavior necessary
– Deficiencies between current required
employee behavior.
The process of determining
training needs
Methods of Identifying Training Needs

1. Performance 6. Observation
reviews or appraisal 7. Review of
2. Development organization or
centers business plans
3. Human resource 8. Desk research
audit 9. Group discussion
4. Interviews 10. Job analysis and
5. Questionnaires evaluation
Performance Reviews or Appraisal

• Performance review – is the study of the

worker’s performance to determine how it
can be improved.
– Determine possible improvements in
performance
• Performance appraisal – assessment of
the quality of the person’s work in a job.
– assess the performance
– Appraisal is undertaken by comparing
performance vs standards
 Development Centers
• are referred to as assessment centers
• Use a variety of assessment techniques to
ensure the coverage of skills and
attributes in the widest possible manner.
• Techniques:
– Individual
– Group
– Oral and written
– Psychometric
– Personality
– Career interest test
 Human Resource Audit
• Comparing the current inventory of
personnel with the quantity and quality of
employees that will be needed in the
future usually from one to five years.
• A training plan may be derived when
expected gaps in skills and attitudes are
identified.
• The HR audit will provide information on
the number of vacancies arising through
retirement, promotion, resignation and
transfer.
 Interviews
• The training needs of individual
employees may also be ascertained
through interviews.
• The advantage of this method is that each
employee will have the opportunity to
present his own unique training need.
• Interviews may be structured or
unstructured
 Questionnaires
• It is an economical way of identifying
training needs.
• Relevant personnel could be made to
write their comments on certain questions
relating to training and performance
• The advantage of this method is its ability
to get many responses within a short
period of time
 Observation
• One of the earliest means of determining
training needs is observation
• This method may be done formally or
informally.
• Formal approach: a trainer observer
accompanies the employee during work
hours where direct observation is made,
the observer may make notes of his
observation or fill up a structured checklist
and make notes later.
Review of Organization or Business Plan

• Organization or business plans are good

sources of information useful in
determining training needs.
• A business which expands will require
recruitment of persons to fill entry-level-
positions, as well as managerial jobs.
• This will be supported by appropriate
training for new recruits and those slated
for promotion.
 Desk Research
• It involves a review and analysis of
internal and external factors that may
affect the performance of employees.
• Example: specific information on courses
offered by schools and their method of
instruction will provide some clues on the
level of knowledge of graduates.
• This is useful in determining what types of
training are appropriate for new recruits.
 Group Discussion
• Group discussion is adapted by many
organizations to solve problems.
• Individuals who are directly concerned
with some performance difficulties meet in
a group coordinated by a person who may
have previous training as facilitator.
• The advantage of group discussion is that
a problem like identifying a training need
may be analyzed from viewpoints as
diverse as the individuals comprising the
group.
 Job Analysis & Evaluation
• Job analysis & evaluation, lead to the
preparation of job description & job
specification.
– the job description details the various tasks &
responsibilities of a certain job
– The job specification indicates the various skills,
knowledge, abilities & other characteristics a
person must possess to effectively perform a job.
– When a person proposed to occupy a job is
found to be deficient in skills & abilities
enumerated in the job specification, a training
program becomes a requirement.
 Theories of Learning
• Training is a learning process
• Two theories of learning
1. Operant conditioning – desired voluntary
behavior leads to a reward or prevents a
punishment
2. Social learning – also known as observational
learning and modeling
- Refers to learning new behavior by watching
and imitating the behavior of others in a social
situation.
 Operant Conditioning
• When someone associates pleasure with
a certain behavior, & continues that
behavior, the person is conditioned
• It follows that when someone associates
pain with a certain behavior, and
discontinues that behavior, the person is
also conditioned.
• By using any of the four components of
operant conditioning, employees are
expected to repeat or change previous
behavior.
 Operant Conditioning
Behavior of Management Expected effect on Component
Employee action behavior employee
1. Desired Add something Previous behavior Positive
Behavior positive like salary is repeated reinforcement
increase
2. Unwanted Add something Previous behavior Negative
Behavior negative like is not repeated reinforcement
employee transfer
to a hot and humid
office
3. Bad Behavior Add something Previous behavior Punishment
negative like is not repeated
demotion in rank
4. Bad Behavior Take away Previous behavior Punishment
something positive is not repeated
like cancellation of
proposed salary
increase
 Operant Conditioning
• The punishment component is designed to
change the behavior of an employee.
• It may be done in two ways:
1. Introducing something negative like
moving the employee to a noisy workplace
or
2. Removing something positive like
cancellation of allowances.
 Social learning
• Consider the case of an employee who
had been attending special trainings and
seminars
• If the employee’s performance has
improved and was promoted as a result,
this behavior will influence others to do the
same
• Three ways
1.. By observing what happens to other people
2. By being told about something
3. Through direct experience
 Social learning
• Observing is a powerful means in the
modification of behavior.
• Training activities may be made more
effective if the trainees are allowed to
observe the behavior of model
employees.
 Training Methods
• Types:
1. On-the-job training
2. Apprenticeship
3. Off-the-job training
 On-the-job training
• A method that places the trainee in the
actual work situation where he is shown
how to perform the job and is allowed to
do it, but under the supervision of the
trainer.
• It is applicable when the component tasks
of a certain job are simple and can be
learned quickly by watching and doing.
 On-the-job training
• Advantages:
1. It does not require special training facilities
2. The trainee is actually involved in the
production process while learning at the same
time.
• Disadvantages:
1. Low productivity while trainee is learning the
skills,
2. The possibility of costly errors on the part of
the trainee.
 Apprenticeship
• To qualify for any of the highly skilled
occupations, trainees are required to
undergo apprenticeship for extended periods
of time.
• They are subjected to a comprehensive
exposure to the practical and theoretical
aspects of their chosen jobs
• The practical aspects are learned on-the-job,
while a trained instructor in a classroom
setting provides theoretical aspects.
– Examples: carpentry, automotive painting, credit
 Off-the-job training
• A training made outside of the actual
workplace.
• It consists of:
– classroom instruction,
– Films and videos,
– demonstrations,
– case studies,
– simulation,
– role-playing,
– programmed learning,
– management games and
– distance learning.
 Off-the-job training
• Classroom Instruction – a trainer is assigned
to provide lectures to a group of trainees.
– Includes also question & answer portions,
discussions & case studies.
– An advantage is that it is an inexpensive way of
providing information to a large no. of trainees.
– A trained lecturer can be more effective if he can
do the following:
1. Motivate trainees to participate actively
2. Provide examples that the trainees can easily relate
with,
3. Provide challenging exercises.
 Off-the-job training
• Films and Videos
– There are various audio-visual means that can be
used for training like film, videocassettes, slides
with pre-recorded contents of various topics
– Many of them are produced by independent
companies and are offered for sale in the market.
– The training department may opt to produce the
pre-recorded training materials but may be
expensive to do so.
– The trainer must be provided with the necessary
gadgets used in actual presentation
 Off-the-job training
• Demonstrations
– The trainees are allowed to observe an actual
activity performed by the trainer.
– This is a reliable way of relating theory to practice.
– Advantages:
1. Demonstration helps people who learn well by imitating
others.
2. It enables trainees to coordinate sensory input with
motor function through practice
3. It promotes self-confidence and builds skills through
practice
4. It gets trainees actively involved in the learning process
 Off-the-job training
• Demonstrations
– Advantages:
5. It provides immediate feedback to the trainer and the
trainee
6. It allows attention to be focused on specific details rather
than general theories.
– Disadvantages
1. Demonstration is of limited value for people who do not
learn best by observing others
2. It may not be appropriate for different learning rates of
trainees
3. It requires specialized expertise if highly technical tasks
are involved, & this requirement may not be readily
available when needed.
 Off-the-job training
• Case Studies
– This method makes use of cases which the trainer
requires the trainees to read and analyze.
– The cases assigned present actual situations and
enable the trainees to examine both successful
and unsuccessful activities.
– The trainees are required to identify the problems
in the cases and they must also come up with
recommended solutions.
– The case method is an inexpensive way of training
employees especially managers in decision
making.
 Off-the-job training
• Simulation
– It is a duplicate of the actual work situation
where the trainee is allowed to see the result
of his decision.
– This method is useful in training employees in
skills as varied as production and processing,
management and interpersonal relations.
– Errors committed in simulation are not as
costly as those in actual situations, the
trainees are not hampered by fear in doing
decision exercises.
 Off-the-job training
• Role playing
– The trainee is required to assume a role and to act
out the scenario presented
– For example: a trainee may be asked to take the
role of an employee interviewing a job applicant.
– The trainer provides feedback on how the role
player dealt with the situation
– The feedback is supposed to proved valuable
lessons to the trainee.
– It provides the trainee with the opportunity to try
out skills and approaches to the situation without
having to worry about committing mistakes.
 Off-the-job training
• Programmed learning.
– Presents a condensed information which are
highly organized and in logical sequence
– After a certain amount of information is
provided, the trainee is asked to make a
decision or answer questions.
– The program informs the trainee whether his or
her answers or decisions are correct or not.
– Programmed learning are classified as follows:
1. Computer tutorials
2. Interactive video disks, and
3. Virtual reality simulations
 Off-the-job training
• Programmed learning.
– Computer tutorials – programs accompanying
computer softwares which provide lessons
– Interactive videos – those that allow the trainee to
interact with the computer while exposed to video
pictures.
– Video reality – a computer based program that
provides trainees with a three-dimensional learning
experience.
• The trainee is positioned as though he is really in the
actual situation as he can sense the real immediate
environment of the work.
• His interactions are more attuned to reality.
 Off-the-job training
• Management Games
– These are board games or computer simulation
exercises which are primarily used for training
managers.
– Trainees must gather information, analyze it,
and make decisions
– Usually played in teams of four to six persons
with the trainer as umpire
– Management games are highly competitive.
 Off-the-job training
Distance learning
– Used when employees who need training are so
geographically dispersed that it is impractical to
allow them to personally be present in the training
centers.
– The flexibility of the telephone makes it possible for
the trainer to communicate with a number of persons
simultaneously and without all of them meeting each
other personally.
– Through the telephone, distance learning can be
made through audio-conferencing, video-
conferencing and docu-conferencing
• Information about policies & procedures, and provide skills
training & expert lectures
 Evaluating Training Programs
• Trainings when properly evaluated, less
effective programs may be discontinued
and those retained are strengthened.
• Outcomes of training programs:
1. Cognitive Outcomes – these are used to
determine the degree of familiarity of the
trainees with the principles, facts, techniques,
procedures and processes that were discussed
in the training program.
- Pencil and paper are commonly used to measure
cognitive outcomes.
 Evaluating Training Programs
• Outcomes of training programs:
2. Skill-based outcomes – used to assess the
level of technical or motor skills and behavior
of the trainees.
3. Affective outcomes – used to measure
attitudes and motivation of trainees
4. Result outcomes – used to determine the
benefits afforded by the training program to
the company.
the benefits may be expressed in terms of reduced
employee turnover, absences, accidents, increased
sales, improved collection of receivables.