HRM Tutorial 7

Orienting/Onboarding New Employees
Employee orientation programs provide new employees with the basic background information required to
perform their jobs satisfactorily. Orientation programs today are moving away from routine discussion of
company rules to emphasizing the company’s mission and the employee’s role in that mission, onboarding
them early as a key member of the team.
A. The Purpose of Employee Orientation/Onboarding
1) Provides new employees with the basic background information they need to do their jobs.
2) Help the new employees understand the organization in a broad sense.
3) Start socializing the new employee into the firm’s culture and ways of doing things
4) make the new employee feel welcome
B. The Orientation Process — The length of orientation varies, but it usually includes time with HR to review
benefits, vacations, and other polices and time with the supervisor to learn the organization of the
department.
The purpose of training and development

Training and development programs provide a host of benefits. They enhance employee performance, boost
employee productivity, reduce employee turnover, and improve company culture. Explore the importance of
training and development programs for employees and employers by pursuing a career in human resources.
The ADDIE five step training process
A - Analyze the training need

1) Strategic Training Needs Analysis — This focuses on identifying the training the employer will need to fill
new future jobs and is tied to succession planning.
2) Current Training Needs Analysis — Most training is focused on improving current performance. Analyzing
current employee needs is more complex than new employee needs. Two main ways to identify training needs
are task analysis (an analysis of the job’s requirements) and performance analysis (an analysis to verify if there
is a performance deficiency).
3) Task Analysis: Analyzing New Employees’ Training Needs — A task analysis can be used to determine the
training needs of new employees. A task analysis record form can also be used. It contains the following
information: task list; when and how often performed; quantity and quality
performance standards; conditions under which the tasks are performed; skills or knowledge required; and
where best learned.
4) Using Competency Models — A competency model is a graphic model that consolidates in one diagram a
precise overview of the competencies (the knowledge, skills, and behaviors) someone would need to do a job
well.
5) Performance Analysis: Assessing Current Employees’ Training Needs —There are several methods that can
be used to identify an employee’s training needs, including supervisor, peer, self, and 360-degree performance
reviews; job-related performance data; observation by supervisors or other specialists; interviews with the
employee or his/her supervisor; tests of things like job knowledge, skills, and attendance; attitude surveys;
individual employee daily diaries; and assessment centers.
D – Design the overall training program
Designing means planning the overall training program including objectives, delivery methods,
and program evaluation.
1. Setting Learning Objectives — Should specify in measurable terms what the trainee will be able to
accomplish when the training is completed.
2. Creating a Motivational Learning Environment — The learning environment should take into account both
the trainees’ ability and motivation.
D – Developing the program

1) creating
2) preparing training materials and the content of the course.
I – Implementing the training program

1) On-the-Job Training (OJT) — Having a person learn a job by actually doing the job. It involves preparing
the learner, presenting the operation, doing a tryout, and conducting follow-up.
2) Types of On-the-Job Training — The most familiar is the coaching or understudy method. Job rotation
involves the employee moving from job to job at planned intervals. Many firms also use peer training.
3) Apprenticeship Training — A structured process by which people become skilled workers through a
combination of classroom instruction and on-the-job training.
4) Informal Learning — Learning through day-to-day unplanned interactions between the new worker and
his/her colleagues.
Implementing Management Development Programs

1) Strategy’s Role in Management Development — Management development is any attempt to improve
managerial performance by imparting knowledge, changing attitudes, or increasing skills. Management
development programs should reflect the firm’s strategic plans.
2) Succession Planning — The ongoing process of systematically identifying, assessing, and developing
organizational leadership to enhance performance.
3) Succession Systems — Organizations can use Web-based systems to track succession data.
4) Candidate Assessment and the Nine-Box Grid — Used to assess management candidates based on
performance and potential.
5) Managerial On-The-Job Training - methods include job rotation, coaching/understudy approach, and action
learning.
E - Evaluating the Training Effort
1) Designing the Study — The evaluation process of choice is controlled experimentation, which uses both a
training (experimental) group and a control group (one that receives no training). Such an arrangement allows
the
researcher to assess pre-test and post-test performance. Such action allows the researcher to determine the extent
to which performance in the training group resulted from the training itself rather than some other change. In
practice, few firms use this method, preferring to simply measure trainees’ reactions, knowledge, or trainee job
performance.
2) Training Effects to Measure — Four basic categories of training outcomes can be measured:
1) reaction; 2) learning; 3) behavior, and 4) results.
Tutorial 7
7-1. Compare and discuss the advantages and disadvantages of on-the-job apprenticeship
training, and training through classroom lecture. Which do you think is more effective?
7-2. Discuss some of the forms of Internet-based learning that are increasingly being used in
organizations. What are the benefits of such training methods?
7-3. One reason for implementing global training programs is the need to avoid business
losses "due to cultural insensitivity." What sort of cultural insensitivity do you think is
referred to, and how might that translate into lost business? What sort of training program
would you recommend to avoid such cultural insensitivity?
7-4. Do you think job rotation is a good method to use for developing management trainees?
Why or why not?
7-5. What is organizational development and how does it differ from traditional approaches to
organizational change?
7-6. Explain succession planning. Briefly discuss the stages involved in succession planning
programs.
7-7 Design an orientation/on-boarding program for new students at your school.
7-8 Share an example of an effective or ineffective training program or experience.

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Orienting/Onboarding New Employees

A. The Purpose of Employee Orientation/Onboarding

The purpose of training and development

The ADDIE five step training process

A - Analyze the training need

D – Developing the program

I – Implementing the training program

Implementing Management Development Programs

7-7 Design an orientation/on-boarding program for new students at your school.

7-8 Share an example of an effective or ineffective training program or experience.

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