HUMAN RESOURCE
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.
Orientation includes: Discuss
Why Induction is required
• The process of familiarizing a new ‘recruit’ with the workplace.
Orientation
/Induction
Is a systematic and
planned
introduction
of
Employees to their
jobs, their coworkers and the
organization. It is
also
called
Induction
Placement(Orientation and its
requisites of an Effective
Programme
• Prepare for new employees
• Determine Information New Employees Want to
know
• Determine How to present information
• Completion of Paperwork
Evaluation of Orientation Program
• 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
• Thrown into action too soon
• Developing wrong perception because of short period
spent on job
Benefits of Induction Program
• Help new employees settle into their jobs quickly.
• Maximize productivity of new workers.
• Familiarize staff with health & safety procedures.
Orientation includes
❖
❖
❖
❖
❖
❖
❖
Information about work.
Introduction firm's history.
Objectives.
Products and services.
Operations.
Work ethics.
Rules, policies, and benefits.
Orientation includes
Introduction
To supervise
To co-workers
To trainers
To employee counsellor
Job Duties
Job location
Overview of job
Job tasks
Job objectives
Job safety requirements
Relationship to other jobs
Orientation includes
Organizational Issues
Probationary period
History of employer
Products and services
Organizations of company
Production process overview
Names and titles of key executives
Company policies and rules
Employee’s title and department
Disciplinary proceedings
Layout of physical facilities
Employee handbook
Health and safety procedures
Orientation includes
Employee Benefits
Pay scale and pay days
Insurance benefits
Vacation and holidays
Retirement program
Rest breaks
Services/facilities offered to
Training and education benefit
employees
Counselling
Rehabilitation program
Orientation and its Prerequisites
• Prepare for new employees.
• Determine Information New Employees want to know.
• Determine How to present information.
• Completion of Paperwork.
Induction: Types of Information
• General information about daily work routine.
• Firm’s history, operations and products and
services.
• Brochure organizations policies, work rules.
• Employees Benefits.
Orientation Programme - Four strategic choices before
designing orientation program
Formal
Informal
Individual
Collective
Serial
Disjunctive
Investiture
Divestiture
Strategic choices of orientation program
• Formal – act like executive , a management trainee
or Informal- Innovative Ideas to solve organization problem
• 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
• Serial – Traditions and customs, Experienced employee inducts a new hire
or Disjunctive- Inventive and creative employee, not burdened by traditions, lacking connection or
consistency
• 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
“Career
planning
and
management
is
the
responsibility of the employee himself or herself or
the organziation”. Support or critique this statement.
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
4) Implementation of the training program- Location , Scheduling,
conduct and monitoring
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
• Need assessment: diagnoses problem, future challenge,
blue print
➢Levels : Group, individual and task levels
➢Techniques: observation, online technology , manuals
records, interviewing , questionnaire, focus groups,
historical data
➢Issues: behavior cooperation, trust and support, task
analysis, person analysis, inappropriate
➢Benefits: meet felt needs, compel manger to build skills
and improve competency
➢Absence of Need assessment : student will answer
Training Process
➢Absence of Need assessment : Loss to business, high
turnover, high training cost, undermining carrer paths
Training Process
❑Deriving Instructional Objectives :
✓ input for designing the training programme
✓Measures of success criteria, accurate calculate marks
❑Designing Training and development programme
✓Who are trainers: supervisors, coworkers, HR staff, consultant,
industry associates, faculty member from universities
✓ Who are trainees : self nomination, recommendation by
supervisors
✓Methods of training techniques
➢On the Job
➢Off the Job
The Training Process (Contd.)
• Designing Training and Development Programme
Steps in Designing a Training Programme
46
Source: Based on Personnel/Human Resource Management by Leap
and Crino
The Training Process (Contd.)
Training Methods and the Activities for Which They are Used
47
• on the job training (OJT)• On-the-Job Training (OJT)
– Step 1: Prepare the Learner: put them at ease
– Step 2: Present the Operation: explain
– Step 3: Do a Tryout: learner go through a job several times
– Step 4: Follow up: compliment good work
• Off the job training
•Lectures
•Audio-Visuals
• Simulation- case study, role playing, vestibule training,
sensitivity training
Source: Based on Personnel/Human
Resources Management by Leap and
Crino
The Training Process (Contd.)
The Relative Effectiveness of Training Methods
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
4) Implementation of the training program- Location , Scheduling,
conduct and monitoring , action oriented
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
Source: Adapted from Training in Organisations by Irwin L.
Goldstein and J. Kevin Ford, p. 24.
The Training Process
54
Source: Adapted from Michalak, D.F., and E.G. Yager, 1979,
Making the Training Process Work
The Training Process (Contd.)
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
Steps in Designing a Training Programme
58
Assessment Classification Model
Collect details about the employee
Construct profile
Match subgroup profile with
individual profile
Match job family profile with
subgroup profile
Assign individual job family
Assign individual specific job after further
assessment
Placement
Orientation
selection
Personnel
Planning
Job
Analysis
Employee
Requisition
screening
Job Vacancies
Recruitment
Planning
Strategy
Development
Where
How
When
Searching
Message
Media
Applicant
Population
Applicant
Pool
Potential
hires
Evaluation
and controlling