Chapter 3
Employee
Orientation and
Training
Hospitality Human Resources
Management and Supervision
Learning Objectives
After completing this chapter, you should be able to:
• Review basic procedures that should be used for
employment and payroll documentation.
• Explain basic procedures that should be included in hiring
and orientation activities.
• Describe how to plan and evaluate orientation
programs.
• Explain procedures for planning and delivering training
programs.
Chapter 3 Employee Orientation and Training
EMPLOYMENT AND PAYROLL DOCUMENTATION
Required Employment and Payroll Documents
Benefit Enrollment Documents
Chapter 3 Employee Orientation and Training
Chapter 3 Employee Orientation and Training
Personnel Files
Chapter 3 Employee Orientation and Training
HIRING AND ORIENTATION ACTIVITIES
Timing of Hiring and Orientation Activities
Hiring and Orientation Checklists
Chapter 3 Employee Orientation and Training
Chapter 3 Employee Orientation and Training
New Hire Checklist
Chapter 3 Employee Orientation and Training
Orientation Checklist
Chapter 3 Employee Orientation and Training
ORIENTATION PROGRAMS
Planning Orientation Programs
Time Frame
Content and Structure
Materials and Resources
Trainers and Other Contributors
Chapter 3 Employee Orientation and Training
Employee Handbooks
Chapter 3 Employee Orientation and Training
Evaluating Orientation Programs
Chapter 3 Employee Orientation and Training
EMPLOYEE TRAINING PROGRAMS
Benefits of Training
Job Skills Improvement
Other Benefits
Chapter 3 Employee Orientation and Training
Principles of Training
Content Based on Job Guidelines
Clearly Stated Learning Objectives
Qualified and Thoroughly Prepared Trainers
Sufficient Practice
Effective Training Evaluation
Chapter 3 Employee Orientation and Training
Determine Training Needs
Develop Training Plans and Training Lessons
Four-Step Training Method
Preparation
Presentation
Practice
Performance
Chapter 3 Employee Orientation and Training
Integrative Practice
Chapter 3 Employee Orientation and Training
Group Training
Industry-Recognized Training
Chapter 3 Employee Orientation and Training - Summary
1. Review basic procedures that should be used for employment and
payroll documentation.
•
Major hiring documents are those for employment and payroll and
for benefit enrollment.
•
Employee documents include the W-4 form, state and local tax
forms, and the I-9 form.
•
Other documents may be required depending on age and position.
•
Job eligibility documents and permission documents to check
references and background may also be needed.
•
Benefit enrollment documents enable employees to enroll in life
insurance or other benefit plans.
•
Information about retirement benefits, if any, should also be
provided.
Chapter 3 Employee Orientation and Training - Summary
1. Review basic procedures that should be used for employment and payroll
documentation continued…
•
Most hiring and orientation documents should be kept in a personnel
file.
•
These confidential files should be stored in a safe, secure, and private
place.
Chapter 3 Employee Orientation and Training - Summary
2. Explain basic procedures that should be included in hiring and
orientation activities.
• Managers must ensure that all required paperwork is completed and
that the mission and culture of the establishment have been
emphasized.
• Company policies, procedures, and the employee handbook should
be reviewed and the new employee should receive a uniform, name
tag, tools, and so on as appropriate.
• A facility tour should be provided, the new employee should be
introduced to coworkers, and information about job responsibilities,
expectations, and the first week’s work schedule should be
addressed.
• Organizations manage hiring and orientation differently, but both
tasks are necessary within a short time after employees begin work.
• Regardless of procedures used, the documentation of new
employees will be processed, and they will be oriented to the
organization.
Chapter 3 Employee Orientation and Training - Summary
2. Explain basic procedures that should be included in hiring and orientation
activities continued…
• Some establishments use checklists to manage the flow of documents
and activities.
• These help ensure that all legal, payroll, and policy requirements are
met.
Chapter 3 Employee Orientation and Training - Summary
3. Describe how to plan and evaluate orientation programs.
• The two main purposes of orientation programs are to provide the
information a new employee needs, and to make the employee feel
comfortable.
• Consistency is important to meet safety and legal obligations.
• Every new employee should receive the same information, learn the
same safety practices, have the same opportunities to learn about
the operation, and meet the same key people.
• Managers and others planning orientation should consider the time
necessary, program content and structure, materials and resources
needed, and the trainers who will conduct the program.
• Employee handbooks address basic information including policies.
• Employee handbooks should be kept updated.
Chapter 3 Employee Orientation and Training - Summary
3. Describe how to plan and evaluate orientation programs continued…
• Orientation programs are evaluated to determine whether
participants completed all documents and gained the knowledge
needed to start their new jobs.
• Managers can talk with new employees to obtain feedback, and
employees can also complete evaluation forms.
Chapter 3 Employee Orientation and Training - Summary
4. Explain procedures for planning and delivering training programs.
• Training is required for new employees and is useful for experienced
staff.
• Effective training helps employees buy into the operation’s values.
• It creates product and service consistency, increases employee
morale, and helps reduce turnover and legal liabilities.
• Employees can learn how to properly handle food and potential
hazards.
• Customer satisfaction and profitability increase.
• Each task should be explained to the new employee, and he or she
should be shown how to complete the task.
• The employee should then be observed performing the task and
feedback should be provided.
• Clearly stated learning objectives based on a job’s essential functions
drive training programs.
Chapter 3 Employee Orientation and Training - Summary
4. Explain procedures for planning and delivering training programs continued…
• Sessions should be conducted by qualified and prepared trainers.
• Managers can determine training needs by observing work
performance, receiving input from employees and customers, making
inspections, analyzing information, and conducting exit interviews.
• Training plans organize program content and individual lessons that
provide a “road map” for the training.
• Training must be evaluated and validated to ensure effectiveness.
• A four-step training method involves preparation, presentation,
practice, and performance.
• In addition, integrated practice allows trainees to combine and
demonstrate several steps that are part of a job task.
• Group training can be used when more than one employee must
receive the same information.
• The basic planning steps used for one-on-one training can be used.
Chapter 3 Employee Orientation and Training - Summary
4. Explain procedures for planning and delivering training programs continued…
• Popular group methods include lecture, demonstration, and practice,
if applicable.
• A good trainer uses all of these tactics.
• Many managers use off-the-shelf training materials.
• Sources of external training include the Internet, workshops by training
companies, and training opportunities by professional associations.
• Other sources include local colleges and social service organizations
that provide assistance in learning English.
Chapter 3 Employee Orientation and Training
Key Terms:
Employee handbook A description of job requirements and an
establishment’s policies that is given to new employees.
Form I-9 A document stating that an employee is legally able to work in
the United States, to be completed before beginning work and being
placed on the payroll.
Form W-4 A federal tax form that every employee fills out, which is used
for payroll and tax withholding purposes.
Four-step training method A training method that consists of the
following steps: preparation, presentation, practice, and performance.
Group training A method used to teach the same job-related
information to more than one trainee at the same time.
Hiring Tasks relating to employment and benefits documents.
Integrative practice A training strategy in which a trainee combines and
demonstrates several steps in a job task that has already been learned.
Chapter 3 Employee Orientation and Training
Key Terms continued:
New hire checklist A checklist that is useful for ensuring that all hiring
documents are produced or completed.
New hire packet A kit that contains copies of documents that are
needed and will be discussed during orientation sessions.
Off-the-shelf Ready-made training materials that have been developed
by associations and other external organizations.
Orientation Tasks related to introducing the new employee to the
establishment and the job.
Orientation buddy A person who serves as an adviser during orientation.
Orientation checklist A list of the activities to be addressed during
orientation, used to ensure that each new employee has the same
orientation experience and a chance to learn about the same topics.
Personnel file A confidential file that contains documents related to
hiring, training, evaluating, promoting, and, if necessary, disciplining an
individual.
Chapter 3 Employee Orientation and Training
Key Terms continued:
Probationary period The time used by the manager to assess whether a
new employee can successfully perform the job’s tasks.
Standard operating procedure (SOP) Work procedures that explain what
employees must know and do when they perform the work specified in
their job descriptions.
Training lesson The information and methods used to present one session
in a training plan.
Training objective The skills and knowledge that trainees should learn as
a result of the training.
Training plan A plan that shows how individual training lessons should be
sequenced so trainees can learn the required information.
Validation The comparison of training content and evaluation methods
to the actual job of an employee who can do the work.
Chapter 3 Employee Orientation and Training
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Chapter 3 Employee Orientation and Training
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Chapter 3 Employee Orientation and Training
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