Professional Documents
Culture Documents
HRM Chapter 4
HRM Chapter 4
HRM Chapter 4
MANAGEMENT
HRM101
Topic
Induction and Placement
Orientation and its Prerequisites
Evaluation of Orientation Programme
Training and Development
Training Process
Learning Outcome
• Students will understand Evaluation of the Orientation
• Students will understand Training Process
Pedagogy
• News
• Article
• Video
• MCQ
• Activity
• Content
Video
Video 1
Workplace Orientation is Not Training
• https://www.youtube.com/watch?v=5A1dW9hwl0M
• Time: 5 Minutes
• https://www.youtube.com/watch?v=8cnr49QWidg
• Why Invest in Employee Training & Development?
• Time: 3 Minutes
Video 2
How to train employees to have difficult conversations
• https://www.youtube.com/watch?v=ciDjhKKxOaY
• 8 Minutes
Video 3
Resourceful Human vs Human Resource
• https://www.youtube.com/watch?v=2NG-5ZZHvRc
• Time: 12 Minutes
Orientation
Is a systematic and planned introduction of
Employees to their jobs, their co-workers and the
organization. It is also called Induction.
To supervise To co-workers
To trainers To employee counsellor
Job Duties
Formal Informal
Individual Collective
Serial Disjunctive
Investiture Divestiture
Strategic choices of orientation program
• Individual – To preserve individual differences Expensive and time consuming process , preserve
sharing anxieties with fellow appointees
or collective- large number of employees joined large firms
• Investiture - the action of formally investing a person with honours or rank, Most high level
appointments follow this approach , new hire select their office furnishing and subordinates
or Divestiture- dismantle the old mindset of new member so that instilling a new set of values or
norms become easy, followed in Miltary
Strategic choices of orientation program
• Formal – Standard introduction, its outcome is better,
get more knowledge .
• Informal - New hires directly put into the jobs and
expected to be adjusted.
Strategic choices of orientation program
• Individual – To preserve individual differences
Expensive and time consuming process , preserve
sharing anxieties with fellow appointees.
• Collective - large number of employees joined large
firms.
Strategic choices of orientation program
• Serial – Traditions and customs, Experienced
employee inducts a new hire and act as a tutor.
• Disjunctive - Inventive and creative employee and not
burdened by traditions.
Strategic choices of orientation program
• Investiture – Focus on bringing usefulness of
employees.
• Divestiture - Focus on bringing minor modification in
the characteristics of new hires.
Evaluation of Orientation Programme
Questionnaire Evaluating program.
Follow-up interview by supervisor.
Group Discussion Sessions.
Feedback.
Suggestions improve performance.
Well planned and Well Executive Program.
Problems of orientation
• Supervisor Not trained or Too busy.
• Too much information.
• Overload forms to complete.
• Giving task cant be fulfilled leads to discouragement
of employees.
Problems of orientation
• Thrown into action too soon.
• Developing wrong perception because of short
period spent on job.
Placement
After hiring and completion of orientation
programme.
Candidates get placed in job.
Allocation of assignments.
Matching individual personality with job
demands.
Placements Problems
Look at the individual not the job. Employee work not
independently .Three classification mentioned below:
i. Independent.
ii. Sequential.
iii. Pool.
Placements Problems
Independent Job: Field sale office, little bearing
on others.
Sequential Job: Activity or tasks of one worker
dependent on work activities of others.
Example - Assembly line.
Pooled Job: The work of all workers are highly
interdependent (team work, project teams).
Placements Problems
Independent Job: Field sale office, little bearing
on others.
Sequential Job: Activity or tasks of one worker
dependent on work activities of others.
Example - Assembly line.
Pooled Job: The work of all workers are highly
interdependent (team work, project teams).
Placements Problems
Independent Job: Field sale office, little bearing
on others.
Sequential Job: Activity or tasks of one worker
dependent on work activities of others.
Example - Assembly line.
Pooled Job: The work of all workers are highly
interdependent (team work, project teams).
Pause and Ponder
36
Training and Development :Training Process
• Training
• The process of teaching new employees the basic skills they need to perform
their jobs.
• The strategic context of training
• Performance management: the process employers use to make sure
employees are working toward organizational goals.
• Web-based training
• Distance learning-based training
• Cross-cultural diversity training
http://www.vardhman.com/careers_overview.asp
The Training Process: Summary
1) Need Assessment- blue print
Need Assessment Methods
a)Group or Organizational analysis b) Individual analysis
Issues in Needs assessment- organizational support
Benefits of Need analysis- achieve goals
Consequences of absence of training Needs assessment- higher labour
turnover
2) Deriving Instructional objectives- Input for designing the training
program
3) Designing Training and development programme
Who are trainers , who are trainees ,
Methods of training techniques
• on the job training (OJT)- prepare the learner
Present the operation
Do a try out
Follow up
Programmed Instruction(PI)
Computer Assisted Instruction(CAI)
Simulation- case study, role playing, vestibule
training, sensitivity training
• Off the job training
Lectures
Audio visuals
• Level of learning- learning principles
Motivation, Individual differences
Reinforcement ,Knowledge of results ,Goals Setting,Schedules of
learning
5) Evaluation of programme
Need of evaluation
Principles of Evaluation
Criteria of evaluation
Techniques of Evaluation- Experimental (training) and Control groups
(No training),Questionnaires , interview
Levels of Evaluation- Result , Behavior, Learning and reaction
Training Process
• AODDIE(six steps)
• A: Analysis
O: Objective
D: Design
D: Development
I: Implement
E: Evaluate
Figure 7–2 Systems Model of Training
7–42
Training Process
46
The Training Process (Contd.)
49
Training and Development Methods
On-the-Job Training (OJT)
• Apprenticeship Training
• Job instruction
• Cooperative Training,
• Internships, and Governmental Training
• Coaching
• Job Rotation
Off-the-job training
• Classroom Instruction
• Lectures
• Films
• Role plays
• Case studies
• Programmed Instruction
• Audiovisual Methods
• Computer-based Training and E-Learning
• Simulation Method
• Out Bound Learning (OBL)
– Spread over a period of 1-2 days, OBL involves a series of exercises, games and
activities that are built around the theme of training and are carried out in teams
Techniques of Training
52
• Learning anywhere:
• learning principles : Motivation, Individual differences
Reinforcement positive ,Knowledge of results ,Goals Setting,Schedules of
learning
MOOCs: Massive open online courses
5) Evaluation of programme
Need of evaluation
Principles of Evaluation
Criteria of evaluation
Techniques of Evaluation- Experimental (training) and Control groups (No
training),Questionnaires , interview
Levels of Evaluation- Result , Behavior, Learning and reaction
The Training Process
Source: Adapted from Michalak, D.F., and E.G. Yager, 1979, Making the
Training Process Work
Model of Initiatives when Performance Discrepancy is Identified 55
Training and Development :Training Process
• Training
• The process of teaching new employees the basic skills they need to perform
their jobs.
• The strategic context of training
• Performance management: the process employers use to make sure
employees are working toward organizational goals.
• Web-based training
• Distance learning-based training
• Cross-cultural diversity training
http://www.vardhman.com/careers_overview.asp
The Training Process: Summary
1) Need Assessment- blue print
Need Assessment Methods
a)Group or Organizational analysis b) Individual analysis
Issues in Needs assessment- organizational support
Benefits of Need analysis- achieve goals
Consequences of absence of training Needs assessment- higher labour
turnover
2) Deriving Instructional objectives- Input for designing the training
program
3) Designing Training and development programme
Who are trainers , who are trainees ,
Methods of training techniques
The Training Process (Contd.)
• Designing Training and Development Programme
58
Assessment Classification Model
Construct profile
selection
Personnel Job Employee
Planning Analysis Requisition
screening
Searching
Recruitment Applicant Potential
Job Vacancies Message
Planning Pool hires
Media
Strategy
Development
Where Applicant
How Population Evaluation
When and controlling