Human Resource Management

Class level: BS-IT (7th)

Topic: Orientation and Training

University of Education, Vehari Campus

 Overview of topic

After the selection process is completed, new

employees must be oriented to their job and the
organization.

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 Orientation

 The introduction of new employees to the

organization, work unit, and job.
 Employees receive orientation from:
 Coworkers (Unofficial, misleading or inaccurate)
 the organization (Official, effective)

 Start:
 Job application (reputation, type of org)
 During selection process (duties, working conditions, and pay)
 After hiring (formal training)

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 Orientation

 Two distinct levels:

 Organizational orientation—presents topics of
relevance and interest to all employees.
 Departmental and job orientation—describes
topics that are unique to the new employee’s
specific department and job.

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 Shared Responsibility

 Since there are two distinct levels of

orientation, the human resource department
and the new employee’s immediate manager
normally share responsibility for orientation.
 HR department (Both)
 Buddy system
 New employee’s coworkers conducts the job
orientation

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 Organizational Orientation

 General orientation that presents topics of relevance and

interest to all employees.
 Based on the needs of both the organization and the
employee.
 Organization is interested in making a profit, providing good
service to customers and clients, satisfying employee needs and
wellbeing, and being socially responsible.
 New employees, on the other hand, are generally more
interested in pay, benefits, and specific terms and conditions of
employment.

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 Departmental and Job
Orientation
 Specific orientation that describes topics unique
to the new employee’s specific department and
job.
 The content of departmental and job orientation
depends on the specific needs of the department
and the skills and experience of the new
employee.
 Both experience and inexperienced

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 Orientation Kit
 A supplemental packet of written information for new
employees.
 Company organization chart.
 Map of the company’s facilities.
 Copy of policy and procedures handbook.
 List of holidays and fringe benefits.
 Copies of performance appraisal forms, dates, and procedures.
 Sample copy of company newsletter or magazine.
 Telephone numbers and locations of key company personnel (e.g., security personnel).
 Copies of insurance plans.

 Sign a form (e.g., union and wrong doing)

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 Orientation Length and Timing

 It is virtually impossible for a new employee

to absorb all the information in the company
orientation program in one long session.
 Brief
 Read the material and ask any questions
(Departmental orientation)
 New employees menial tasks to perform

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 Follow-Up and Evaluation

 Formal and systematic follow-up to the

initial orientation is essential.
 The manager should regularly check on how
well the new employee is doing and answer
any questions that may have arisen after the
initial orientation.

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 TRAINING EMPLOYEES

 Training is a learning process that involves the

acquisition of knowledge, skills, and abilities
(KSA) necessary to successfully perform a job.
 Reasons for the training:
1. Economic, social, technological, and government changes can
make the skills learned today obsolete in the future.
2. Planned organizational changes (such as the introduction of
new equipment) can make it necessary for employees to
update their skills or acquire new ones.

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 TRAINING EMPLOYEES

3. Performance problems within an

organization such as low productivity or large
scrap problems can be reduced by training.
4. Regulatory, contractual, professional, or
certification issues can require an employer to
provide training for its employees.

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 The steps to a successful
training
 The steps to a successful training program
include the following:
1. Needs assessment.
2. Deriving Instructional Objectives.
3. Designing Training Program.
4. Implementation of the Training Program.
5. Evaluation of the Training Program.

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 1. Needs Assessment

 A systematic analysis of the specific training

activities the organization requires to achieve its
objectives.
 In general, five methods can be used to gather needs
assessment information:
1. Interviews
2. Survey/questionnaires
3. Observations
4. Focus groups
5. Document examinassions

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 1. Needs Assessment

 The need for training could be identified

through a diagnosis of present and future
challenges and through a gap between the
employee’s actual performance and the
standard performance

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 2. Deriving Instructional
Objectives
 Once the needs are identified, the objectives
for which the training is to be conducted are
established.
 The objectives could be based on the gaps
seen in the training programs conducted
earlier and the skill sets developed by the
employees.

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 3. Designing Training Program

 The next step is to design the training program

in line with the set objectives.
 Every training program encompasses certain
issues such as: 
 Who are the trainees?
 Who are the trainers?
 What methods are to be used for the training? What
will be the level of training? etc.

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 4. Implementation of the
Training Program
 The foremost decision that needs to be made
is where the training will be conducted either
in-house or outside the organization.

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 5. Evaluation of the Training
Program
 After the training is done, the employees are
asked to give their feedback on the training
session and whether they felt useful or not.
 Through feedback, an organization can
determine the weak spots if any, and can
rectify it in the next session.

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