Canadian%20Human%20Resource%20Management:%20A%20Strategic%20Approach - PowerPoint PPT Presentation

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Canadian%20Human%20Resource%20Management:%20A%20Strategic%20Approach

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1. Canadian Human Resource Management: A Strategic Approach. Orientation and Training ... Vacations and holidays. Rest breaks. Training and education. 10 ... – PowerPoint PPT presentation

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Title: Canadian%20Human%20Resource%20Management:%20A%20Strategic%20Approach


1
Canadian Human Resource Management A Strategic
Approach
  • Orientation and Training
  • Chapter 7

1
2
The Balance Between New Employee Capabilities and
Job Demands
New Employee Capabilities
Job Demands
Orientation
Training
2
3
Orientation Programs
  • Programs that familiarize new employees with
    their roles, the organization, its policies and
    other employees and promote the socialization
    process.
  • Socialization the continuing process by which
    an employee begins to understand and accept the
    values, norms, and beliefs held by others in the
    organization.

3
4
Purposes of Orientation
  • Reduce employee turnover
  • Reduce errors and save time
  • Develop clear job and organizational expectations
  • Improve job performance

4
5
Purposes of Orientation
  • Attain acceptable job performance levels faster
  • Increase organization stability
  • Reduce employee anxiety

5
6
Purposes of Orientation
  • Reduce grievances
  • Result in fewer instances of corrective
    discipline measures

6
7
Topics often covered in Employee Orientation
Programs
  • Organizational Issues
  • Employer history
  • Organization
  • Names/titles of key executives
  • Employees title and department
  • Physical facilities
  • Probationary period

7
8
Topics often covered in Employee Orientation
Programs
  • Organizational Issues
  • Product line or service
  • Production process
  • Policies and rules
  • Disciplinary regulations
  • Employee handbook
  • Safety procedures and enforcement

8
9
Topics often covered in Employee Orientation
Programs
  • Employee Benefits
  • Pay scales/paydays
  • Vacations and holidays
  • Rest breaks
  • Training and education

9
10
Topics often covered in Employee Orientation
Programs
  • Employee Benefits
  • Counselling
  • Insurance
  • Retirement
  • Employer-provided services
  • Rehabilitation programs

10
11
Topics often covered in Employee Orientation
Programs
  • Introductions
  • To supervisor
  • To trainers
  • To co-workers
  • To employee counsellor

11
12
Topics often covered in Employee Orientation
Programs
  • Job Duties
  • Job location
  • Job tasks
  • Job safety requirements
  • Overview of job
  • Job objectives
  • Relationship to other jobs

12
13
Orientation Pitfalls -- (The human resource
manager and supervisor should ensure the employee
is not
  • overwhelmed with too much information to absorb
    in a short time
  • given only menial tasks that discourage job
    interest and company loyalty
  • overloaded with forms to fill out and manuals to
    read

13
14
Orientation Pitfalls -- (The human resource
manager and supervisor should ensure the employee
is not
  • pushed into the job with a sketch orientation
    under the mistaken philosophy that trial by
    fire is the best orientation
  • forced to fill in the gaps between a broad
    orientation by the human resource department and
    a narrow orientation at the department level.

14
15
Needs Assessment
  • Diagnoses present problems and environmental
    challenges that can be met through training, or
    the future challenges to be met through long-term
    development.

15
16
Training Objectives should state
  • the desired behaviour
  • the conditions under which this behaviour is to
    occur
  • the acceptable performance criteria

16
17
Training Objectives
  • Serve as the standard against which individual
    performance and the training program can be
    measured
  • Allow both the trainee and the trainer to
    evaluate their success against specific goals

17
18
Learning Principles
  • Guidelines to the ways in which people learn most
    effectively.

18
19
Learning Principles
  • Participation
  • learn more quickly and retain learning longer
  • Repetition
  • etches a pattern into our memory
  • Relevance
  • learning in helped when material to be learned is
    meaningful to the trainee

19
20
Learning Principles
  • Transference
  • the closer the demands of the training program
    match the demands of the job, the faster a person
    can master the job
  • Feedback
  • motivated learners can adjust their behaviour to
    achieve the quickest possible learning curve

20
21
Steps in the Evaluation of Training
Trained or Developed Workers
Evaluation Criteria
Pre-test
Post-test
Transfer to the Job
Follow-up Studies
21
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