DPB 6013 – HUMAN RESOURCE

MANAGEMENT

CHAPTER 5:

HUMAN RESOURCE
DEVELOPMENT
Fundamentals of Human Resource
Management 8e, DeCenzo and
Robbins
 Learning objective:

At the end of this chapter, you should be

able to:
1. Understand the concept of orientation
and human resource development
2. Understand human resource
development
3. Explain training program methods

Fundamentals of Human Resource

Management 8e, DeCenzo and
Robbins
STAFF ORIENTATION
 Definition : Induction or orientation is the
process by which the new recruit is
familiarized with the working environment

 An effective induction program helps new

recruits to adjust to their working
environment and helps them become
productive team members in a short
period of time.

F
 Purpose Of Employee
Orientation
 Reduce start up costs
 Reduce anxiety
 Reduce employee turnover
 Save time for the supervisor
 Develop realistic job expectations,
positive attitudes and job satisfaction
 Easing new employees’ adjustment to
the organization
Importance of Orientation

 Reduce turnover and cuts down

recruitment costs

 Create a Positive 1st impression and

provides the new employees with an
understanding of the corporate
culture, values, visions, missions and
goals
Importance of Orientation

 Reduces learning time because the

new employees are able to become
productive more quickly because they
understand what is expected of them.

 Shows new employees that the

organization is serious about
developing their skills to perform
competently.
The Importance Of Orientation
 A successful orientation should accomplish four
things for new employees:

 Make them feel welcome and at ease.

 Help them understand the organization in a
broad sense.
 Make clear to them what is expected in terms of
work and behavior.
 Help them begin the process of becoming
socialized into the firm’s ways of acting and
doing things.
Form of orientation

 Formal Orientation

 Informal orientation
CONTENT OF ORIENTATION

Organizational Issues
History Product or service Structure Policies and rules Physical layout

Introductions
To supervisor To co-workers To trainers

Employee Benefits and Procedures

Wages Rest breaks Holidays Benefits

Job Duties
Job location Relationship to other jobs Overview of job
Staff Orienting Process
 Orientation is a function that allows a new employee to learn
about the organization, what the expectations are in the
position, who is responsible and accountable, and in general
what they need to know to become an integral part of the
company.

 Orientation content
◦ Information on employee benefits
◦ Personnel policies
◦ The daily routine
◦ Company organization and operations
◦ Safety measures and regulations
◦ Facilities tour
 Ideas to Make Employees
Feel Welcome
 Take employee to lunch
 Reserved parking space near front entrance
 “Go to” list for answers to commonly asked
questions
 Conduct “Entrance” interviews
 “Right of Passage”- parties/celebration, memory
book, etc.
 Executive presentation
 Assign mentors
 Utilize a buddy program
 Assigned work station – ready for employee
Problems of ORIENTATION
Program

 Information overload

 Diversity in the induction

group

 Unreasonable expectation
Key Points to Remember
 Orientation provides information new
employees need to get off to a good
start

 Orientation has a direct impact on

future productivity, performance, and
job satisfaction

 You play a key role in the success of the

orientation process
Group Activity: Role Play

 Instructions:
 Forma group consists of 4 or 5
members.
 You are required to conduct an
ORIENTATION program for new staffs.
 Choose 1 topic of ORIENTATION
program and do a role play in front
of the class.
 Duration time 5 minutes for each
group.
Concepts of education, training and
development
Definitions
 Training is a learning experience designed to achieve a
relatively permanent change in an individual that will
improve the ability to perform on the job.

 education is deliberate, systematic and sustained effort

to transmit, evoke or acquire knowledge, attitudes,
values, skill and sensibilities, and any learning that result
from the effort intended or unintended.

 Employee development is future-oriented training,

focusing on the personal growth of the employee.
WHAT HAPPENS TO A COMPANY
WHICH DOES NOT TRAIN ITS
EMPLOYEES?

Margaret Anne Reid (2004) and her

co-authors in Human Resource Development
point out that the following costs will be
incurred if an employer does not
train his employees.
 IMPORTANCE OF TRAINING &
DEVELOPMENT

 Payment to employees when learning on the

job, which may take longer if it is not properly
planned for.
 Costs of wasted materials, sales and
customers lost because of mistakes made by
untrained employees.
IMPORTANCE OF TRAINING &
DEVELOPMENT

 Management time cost taken to undo the

mistakes made by the untrained
employees.

 Lowered morale, leading to higher

turnover, amongst team members who are
demotivated by working with an untrained
employee.
IMPORTANCE OF TRAINING
& DEVELOPMENT
 Accident-related costs; it is well-
documented that untrained workers
tend to have more accidents.

 Higher turnover leading to recruitment

costs because employees feel they
have no prospects of further
development.
Employee Training

 Indicators of need for more training:

 drops in productivity
 increased rejects
 inadequate job performance
 rise in the number of accidents
Determining Training
Needs
Employee Training
Determining training needs
 Specific training goals should be based on:
◦ organization’s needs
◦ type of work to be done
◦ skills necessary to complete the work

 The value added by training must be

considered versus the cost.

 Training goals should be established that

are tangible, verifiable, timely, and
measurable.
TRAINING NEEDS ANALYSIS
Levels of Analysis
ORGANIZATIONAL ANALYSIS
 Organizational culture
 Quality and productivity schemes

TASK ANALYSIS
 Job analysis

Individual ANALYSIS
 Evaluating individual performance against standards
Organization Analysis

 A Process For Determining The Appropriateness Of

Training By Evaluating The Characteristic Of The
Organization

 Organization’sStrategy – Growing Or Shrinking

Personnel, Broad Or Narrow Market Segment
 Resources Available – Upsizing, Downsizing,
Niche
 Management’s Support – Willing To Invest
Individual Analysis

 A process for determining individual’s

needs and readiness for training

 Involves answering several questions

 Do performance deficiencies result from a lack
of knowledge, skill or ability
 Who needs training
 Are these employees ready for training
Task Analysis
 A process of identifying and analyzing tasks to
be trained for – task, knowledge, skills and
behavior that training should emphasize
 Usually task analysis is conducted along with
person analysis
 To carry out task analysis HR management
looks at the condition in which tasks are
performed
◦ Equipment and environment of the job
◦ Time constraints
◦ Safety consideration
◦ Performance standards – importance,
frequencies and difficulties.
TRAINING NEEDS ANALYSIS

Sources of Information

 Job descriptions
 Heads of departments
 Employees
 Organizational records
 Performance review documents
TRAINING NEEDS ANALYSIS
Situations

 New employees
 Promotion and transfer
 New machinery
 New procedures and policies
 New products or services
TRAINING NEEDS ANALYSIS

Problems suggesting a training need

include:
 Falling output
 Rising error, scrap, waste, mistakes
 Increasing time taken to complete work
 Increasing accident rate
 Increasing customer complaints
BENEFITS OF TRAINING

 Training opportunities attract and

help to retain talented workers
 Training increases worker
productivity
 Training increases workers’ job
satisfaction
 Training keeps workers up-to-date
 Training helps to motivate workers
DEVELOPING TRAINING
PROGRAMMES
Factors to Consider
 Venue
 Trainer
 Duration
 Budget
 Individual or group
 Methodology
 Logistics
TRAINING METHODS

 On-the-job training methods

 Job Rotation
 Understudy Assignments
 Off-the-job training methods
 Classroom lectures
 Films and videos
 Simulation exercises
 Vestibule training
Employee Development

 This future-oriented set of activities

is predominantly an educational
process.

 All employees, regardless of level,

can benefit from the methods
previously used to develop
managerial personnel.
Employee Development
Employee development methods

 Job rotation involves moving employees

to various positions in the organization
to expand their skills, knowledge and
abilities.

 Assistant-to positions allow employees

with potential to work under and be
coached by successful managers.
Organization Development

 What is change?
 OD efforts support changes that are
usually made in four areas:
 The organization’s systems
 Technology

 Processes

 People

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Organization Development
OD Methods

 Organizational development
facilitates long-term organization-
wide changes.
 OD techniques include:
 survey feedback
 process consultation
 team building
 intergroup development
Organization Development
 Survey feedback assesses organizational
members’ perceptions and attitudes.

 The summarized data are used to identify

problems and clarify issues so that
commitments to action can be made.
Organization Development

 Process consultation uses outside

consultants to help organizational
members perceive, understand, and act
upon process events.
Organization Development
 Team building may include:
 goal setting
 development of interpersonal
relationships
 clarification of roles
 team process analysis

 Team building attempts to increase trust,

openness, and team functioning.