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TRAINING AND DEVELOPMENT

Employee Orientation
After selecting employees, it is important to inform them of the things they should be doing through
orientation. The human resources department usually designs the orientation and training, but the
supervisor does most of the day-to-day orientation and training.

Employee Orientation is a procedure for providing new employees with basic background information
about the firm, such as computer passwords and company rules that they will need to perform their jobs
(Dessler, 2020). Ideally, the orientation should help the employees start to become emotionally attached
and engaged in the firm. Employee orientation aims the following:
• Make the employee feel welcome, at home, and part of the team.
• Make sure the new employee has the basic information needed to function effectively.
• Help the new employee understand the organization in a broad sense.
• Introduce the employee to the firm’s culture and ways of doing things.

Levels in Conducting Orientation (Corpuz, 2016)

1. Organizational/Overview Orientation. This involves topics discussed that include the overview of
the company, key policies and procedures, compensation, benefits, safety and accident prevention,
employees and union relation, and physical facilities.
2. Departmental and Job Orientation. These include topics about the department function and the
duties and responsibilities of the newly-hired employee, policies, procedures, rules and regulations,
tour of the department, and introduction to department employees.

The Orientation Process (Quain, 2018)

The employee orientation process must be comprehensive and must provide information about expected
performance, working hours, benefits, regulations, and other important matters. The following are the
stages of orientation:
1. Pre-Orientation. This involves sending a package of information to the new employee via email or
postal service. This package includes documents, such as organizational charts, vision and mission
statements, and a checklist of what the actual orientation will cover.
2. Introduction to the Job-site. In this part, a tour of the workplace and meeting some of the managers
and supervisors in each department happen. This stage aims to make the new hires be familiar with
the basic layout of the company and to understand the general precepts that govern the functions of
the workplace.
3. Job-Specific Orientation. In this stage, new hires are given a job- or task-specific orientation, typically
by the immediate supervisor. This is when they learn details about their specific department or team.
The goal is to give the new hire a short orientation about the actual tasks that s/he will perform.
4. Follow-up Orientation. New hire orientation is actually a month-long process. This is done to
determine how well the new employee is adjusting to the job. Follow-up usually occurs on a weekly
basis. Also, supervisors and managers meet with the new employee to discuss issues and problems
that have arisen.

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Definition of Training and Development

Training and Development is a structured program with different methods designed by professionals in
a particular job to update skills and knowledge of employees in accordance with changing environment.
Training and Development is important to improve the efficiency and productivity of employees.

Training is the process of teaching new or current employees the basic skills they need to perform their
jobs (Dessler, 2020). Meanwhile, development, the second function of Manpower Management, is
described as a duty of management to train each employee properly to develop technical skills for the job
which s/he has been employed and develop the employee for higher jobs in the organization (Chand,
2014).

Developing employees is favorable to the management and employees because it increases their
competence in their line of work and s satisfies their self-esteem needs.

Employers do not always expect newly-hired employees to know everything, even if they have previous
work experiences. All companies have different sets of values, cultures, and leadership styles that every
employee should be accustomed to. Furthermore, training and development allows employees to be
equipped with the knowledge and skills needed in the work environment.

Objectives of Training and Development (Noe et al., 2015; Farooq, 2016)

Generally, the goal of training is to equip employees to be skilled and help them achieve the company’s
goals. The following are the main objectives of training and development.
1. Increase Productivity. For any company, maintaining productivity at its peak is as important as getting
new customers for business. Training polishes the capabilities of an employee. It also makes them
learn and devise new and effective methods of doing the same thing in a repeated manner.
2. Limit anxiety. Starting a new job can be stressful and nerve-wracking. However, briefing and guiding
the employees on how to perform their respective tasks will lessen their stress and anxiety.
3. Lessen employee turnover. Employee turnover rises whenever employees feel unappreciated in the
workplace or when they feel ineffective at work. Organizing training and development programs can
make the employees feel valued because this means that the company supports their improvement.
4. Reduce employees’ learning time. Training programs are being developed to give employees the
information that would help them understand their functions ahead of time. Therefore, this can help
them shorten the time they need to learn how to perform their tasks.
5. Keep employees updated with technology. Technology is getting more advanced day by day. Training
and development programs are necessary to keep employees updated with technological changes
regardless of their age.
6. Set expectations and attitudes. Training and development are helpful in informing the employees of
the things that are expected of them, which makes the employees perform better.

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THE TRAINING PROCESS

Figure 1. ADDIE model of instructional design

Source: https://www.cdc.gov/trainingdevelopment/images/addie_ph_v2.png
ADDIE Model is the classic model of instructional design used in the training and development process.
The ADDIE Model was first developed in 1975 by Florida State University for the U.S. Army. There are five
(5) steps in the ADDIE Model, which are as follows:

Stage 1: Analyze
This part is where Training Needs Analysis (TNA) is conducted. TNA is the process where a business
determines all the training that needs to be completed in a certain period to allow the team to complete
their job as effectively as possible. The following are the steps in conducting a TNA (Morrison, 2019):
a. Decide on Skill Sets
This step decides on skill sets that the management requires the team members to have in order to
do their jobs properly. This includes considering the different job roles, departments, and levels of
seniority that might be affected.
b. Evaluate the Skills of Staff
Next, evaluate the current skill levels of the team members in relation to the skills that have been
laid out during the first step of TNA. This allows the HR manager to see the people who meet the
company’s expectations and who need to undergo further training to meet the expected skill level.
c. Highlight the Skills Gap
If the expectations of the company to its employees have already been established and their current
levels were already identified, it would be easier to see the gap that has appeared between the two,
if there is any. After when the gap was recognized, it is easier to know the training suitable for the
employee.

Moreover, the analysis phase also involves developing the participant’s profile, identifying devices and
resources to be used, and determining delivery and assessment strategies.

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Stage 2: Design
This phase helps in deciding specific learning objectives, structure of the content, mental processes
needed by the participants, knowledge or skills the participants need to retain, best tools to use, videos
or graphics to create, and the length of time for each lesson in the training program (DeBell, 2020). In this
day and age, the use of technology has gotten more relevant in designing the training; thus, making the
following options available for use:
• Storyboard of the design
• Online learning spaces
• Exploring and/or refining technology options
Stage 3: Develop
In the previous stage, the content ideas should have already been decided. In this phase, the content ideas
should be brought to life (DeBell, 2019). One major part of development is testing whether the approved
ideas in the design phase are fit for the trainees and can be accomplished in preparation for the actual
training.

Stage 4: Implement
This is the phase where the actual training takes place. The trainers and facilitators must be alert and
monitor if any errors or issues may arise.

Stage 5: Evaluate
The evaluation phase is all about gathering important information to see if the course needs to be revised
and improved (DeBell, 2020). This is conducted by creating a survey at the end of the training in order to
assess the experience and the effectiveness of the training to the audience.

As training programs can be costly, budget should be assessed per phase depending on the outcome of
the Training Needs Analysis. For online training, the budget can be allocated as such:

Analysis 10%
Design 36%
Development 35%
Implementation 4%
Evaluation 7%

Budget allocation is based on the weight of the preparations needed for each phase. The Implementation
and Evaluation Phase has a lower budget since all preparations were already done in the Design and
Development Phase. As for face-to-face training, the budget allocation may vary.
References:
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. Kogan Page.
Chand, S. (2014, February 24). Human resource management functions: Managerial, operative and advisory function. Your Article
Library. https://www.yourarticlelibrary.com/hrm/human-resource-management-functions-managerial-operative-and-
advisory-function/27995#2_Operative_Functions
Corpuz, C. R. (2016). Human resource management (3rd ed.). Rex Book Store.
DeBell, A. (2020, June 9). What is ADDIE model of instructional design? Water Bear Learning.
https://waterbearlearning.com/addie-model-instructional -design/
Dessler, G., & Chhinzer, N. (2017). Human resource management in Canada. Pearson.
Farooq, U. (2016, October 11). 7-objectives of training and development. Business study notes.
https://www.businessstudynotes.com/hrm/training-development/objectives-training-development/

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Morrison, K. (2019, December 6). A 5-step guide for conducting a successful training needs analysis. eLearning Industry.
https://elearningindustry.com/training-needs-analysis-5-step-guide-conducting-successful
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P.M. (2015). Human resource management (9th Ed). McGraw Hill Education.
Scanlon, S. (2019, July 16). Maximize learning with a training needs assessment. Corporate + Enterprise Learning Solutions |
Dashe & Thomson. https://www.dashe.com/blog/maximize-learning-with-a-training-needs-assessment
What is ADDIE? Your Complete Guide to the ADDIE Model. (2020, November 24). In Elm learning.
https://elmlearning.com/instructional-design-addie-model/

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