HIRING PROCESS
Recruitment Selection
Socializing
Socialization
Teaching the Cooperate Culture & Philosophies About how to do Business
A process of adaptation that take place as individual attempt to learn the Values & Norms of work Roles
Purpose of Socialization
Influences Employee Performance Increase organizational Stability New members suffer Anxiety Does not occur in a vacuum Learn Company Values & Systems Increase Commitment to the success Willingness to work with commitment To know each other in the company
Ways of Socialization
Orientation Welcome Party Job Rotation On job Training
Stages of Socialization
Productivity
Prearrival
Encounter
Metamorphosis
Commitment
Turnover
Stages of Socialization
Prearrival Stage
The socialization process stage that recognize individuals arrive in an organization with a set of organizational values, attitude & expectations
Before Starting a Job Enter with Values, Attitudes,Experience Schools, Trainings Interview prepare for Organization Fit
Stages of Socialization
Encounter Stage
The socialization process stage where individuals confront the possible dichotomy between their organizational expectations and reality
Upon entry into Organization Shock at Possible dichotomy Expectation Reality Affirmation
Detachment
Stages of Socialization
Metamorphosis Stage
The socialization process stage whereby the new employee must work out inconsistencies discovered during the encounter stage
Problem workout Comfortable with environment Productivity Commitment Turnover
Who done Socialization
Human Resource Manager Supervisor Peers Organization Culture CEO
ORIENTATION
It covers the activities involve in the introducing a new employee to organization and to his or her work unit
Sample New Employee Orientation Schedule
PACIFIC LABORATORIES
A LIFE-LABS COMPANY
9:00 Welcome and overview of the day (with refreshments) 9:30 Introduction to the company 10:00 Overview of the employment relationship wage and salary policies performance appraisal policies work schedules discipline procedures parking grievance procedures training opportunities 11:00 Overview of benefit options 12:00 Lunch 1:00 Benefit enrollment 2:00 Tour of the workplace 3:30 Introduction of supervisor and coworkers
Introduction
Topic Covered in Employee Orientation part
To Organization To Supervisor To trainers To Co Workers To Systems
Job Duties
Topic Covered in Employee Orientation part
Job Location Job Tasks Job Safety Requirement Overview Of the job Job Objectives Relationship With other Jobs
Topic Covered in Employee Orientation Organizational Issues part
History of the Employer Names & Titles of Key Executives Employees Titles and Department Layout of physical facilities Probationary period Orientation of production procedure Company policies & Rules Discipline Regulation Employee Handbook Safety procedures
Topic Covered in Employee Orientation part Employee Benefits
Pay scale & Pay Dates Vacations Rest Breaks Training & Education Benefits Counseling Housing Facilities Insurance Benefits Retirements Programs Extra Services
Orientation
Performance
EMPLOYEE TRAINING & DEVELOPMENT
Employee training & development is essential for the achievement of organizational goals & effectiveness.human resource development is a core function of human resource management. It include training & development practices for
organizational effectiveness and improvement
Training
Improve employee competencies needed today or very soon Typical objective is to improve employee performance in a specific job
Development
Improving employee competencies over a long period of time Typical objective is to prepare employees for future role
Training & Development Trends
Skill requirements will continue to increase Workforce will be become significantly better educated & more diversified Corporate restructuring reshape the business Technology will revolutionized certain training delivery methods The role of training method will change More flexible courses aimed specifically performance improvement More organization will strive to become learning organization Emphasis on human performance management will accelerate
Training Process
Need Assessment Design of Training Delivering of Training
Evaluation of Training
Need Assessment
A needs assessment is the process of identifying performance requirements and the Gap between what performance is required and what presently exists
Performance Gap Analysis
The differences between the (P) present performance at the project/work & task levels and its (S) standard performance is called (G) Gap Analysis Performance = Competency + Motivation + Opportunity
Competency = knowledge + Skills + Ability
G=PS
Issues in Gap Analysis
Some performance gaps are quite easy to measure. For example, if the standard is to dig a ditch 2 feet wide and 2 feet deep, but it is dug 1 foot deep, then there is a performance gap of what the depth is and should be. If the ditch digger does not know how a dig a ditch two feet deep, then it is a training problem. If the ditch digger knows how, but did not do it, then is is some other type of performance problem besides training
Issues in Gap Analysis
Some more difficult task to train and measure are SOFT SKILLS. These address manner in which we deal with things emotionally,such as feelings, values, appreciation, enthusiasm, motivation & Attitude. These traits are not observable, therefore a representative behavior must be measured. For example we cannot tell tell if a if a worker is well motivated by looking at her, but we can observe some representative behaviors, such as being on time working with other, performing tasks to standards, etc. probably two of the most trained soft skills are customer service and teamwork
Four Major Causes of Performance Problems
Knowledge or Skills
The employee does not know how to perform the process correctly. This problem arises when there is a new hire, new or revised process, change in standards, new equipment, new policies, transfer or promotion, or a new product. In this case, there is only one solution is training
Process
the problem is not employee related, but is cause by working conditions, bad processes etc.
Resources
lack of resource & Technology .
Motivation or Culture
the employee know hoe to perform, but does so incorrectly Note: when knowledge & skills is not the solution for the problem the company shows response to other major immediately feedback
Why conduct a Training Need Analysis
To improve the performance in individuals & organization To increase the relevance & effectiveness of training To distinguish training need form organizational problems
Self Assessment Company records Unsatisfactory customer survey ratings Missed objective & Targets New facilities & technology Employee grievance Interview with managers
Sources Determining Training Needs Market Analysis
What deficiencies, if any do incumbents have in the Skills, Knowledge, or abilities require to exhibit the necessary job behaviors
Determining Training Needs
Is there a need for training What are the organizations Goals
What behavior are necessary for each job incumbent to complete his/her arranged tasks
What tasks must be completed to achieve their Goals
Components of Training Needs Analysis
Organization Analysis Operational Analysis Personal Analysis
Components of Training Needs Analysis
Organization Analysis
Examine Mission & Strategy
Make sure training focus on the mission of he company
Examine Job Design & Resources Allocation Examine Internal Environment to determine if it is causing problems
What type of resources are available in the organization. What is the climate? Is it supportive of the training program?
Where would be training be useful in the organization
Components of Training Needs Analysis
Operational Analysis
Task to required to perform What task are to be performed What level they must be performed What KSA are necessary to be performed Are there any Roadblock
Data Sources for Operational analysis
Job Description Job specification Performance standards
Components of Training Needs Analysis
Personal Analysis
Do employees possess the necessary KSA Who with in the organization needs training What kind of training do they need Can they be trained
Key stages for Training Needs Analysis
Stage A
What is job under review What are main duties What are skills required What standard of people are expected for job Are they currently meeting these standards
Stage B
Identify key people or stakeholders involve
Stage C
Consider the best means of finding out
Key stages for Training Needs Analysis
Stage D
Analyze data using valid systematic method Match against what needs to be know or what skills are required to find the gaps in the present knowledge & skills This will identify the a training need
Stage E
Present the plan to management how to meet identified needs
Direct observation Questionnaire Group discussion Interview Test Performance records
Technique for investigating Training Needs
Economic Gap Analysis
Having identified the problems & performance deficiencies. We must lay out the difference between the cost of any proposed solutions against the cost of not implementing the solution
What are the cost if no solution is applied. What are the cost of conducting programs to change the situation. Is it worth our efforts to undertake the proposed training. What will be the return on investment
At last you should prepare a comprehensive report & deliver to officially concerned
Sample TNA Form
Name: ______________________________________ Designation: _________________________________ Subjects: ____________________________________
Qualification
Degree Marks Grade/Division Board/University
Trainings
Area Venue Time Period Date
R1 NA P S G E NA P
R2 S G E
Average
Involvement of Students
Communication
Approach Learning Environment Motivation Student Psychology Course Material
Command on Subjects
Confidence Time Management Responsiveness
Clarity of Concepts
Discipline of Class Dressing Language
Review Comments and Recommendations of HOD
Signature: ____________________
__________________
Date:
Review Comments and Recommendations of Manager Human Resource
Signature: ____________________
__________________
Date:
Comments and Approval by CEO
Signature: ____________________
__________________
Date:
Training Design
This phase insures the systematic development of the training program. This process is driven by the products of analysis phase & end in a model of training program for future development
Before training Always try to understand the trainee
Development of Training Objectives do when they What will be learners be able to
finish the training program
It prescribes the conditions, behaviors (action) and standards of tasks performance for the training setting and some time it may include variables
Objective should be written to be SMART Specific Measurable Realistic Time bound
Example 1: Write a customer reply letter with no spelling mistake by using a word processor.
Observable Action: Write a customer reply letter Measurable criteria: with no spelling mistake Conditions of Performance: using a word processor.
Development of Training Objectives
Example 2 : Smile at all customers even when exhausted, unless the customer is irate. Observable action: Smile Measurable criteria: at all customers
Development of Training Objectives
Conditions: even when exhausted
Variable: unless the customer is irate
Objectives
Design a Training Program Outline
Intended Audience Proposed Content of Training
Training Method & techniques
of Training
Training location & environme nt
Support Resources
Time Estimates for Training
Estimates
Training Cost
Evaluation criteria
A Training Lesson Plan
Topic Summary of key points Training objectives Duration of each activity in each session Training contents Training method activities Breaks (s) Exercise to warm-up Question to test understanding Conclusion
Methods Delivering of Training On the Job Training
At actual work site using the actual equipment Off the job Training At training facility designed specially for training
Techniques Delivering of Training
Lectures Role playing
Case methods
Simulations Internships
Compute based
Video Job rotation Assistant to positions Committee assignments Outdoor trainings JTI
Mentoring
Discussions Games coaching
Why Evaluate Training
To validate training as a Business Tool To justify the cost Incurred in Training To help improve the Design of Training
To help in selecting Training Methods
Uirle-Patrick Evaluation Approach
Level 1 - Reaction Level 2 - Learning Level 3 - Behavior
Level 4 - Results
Uirle-Patrick Evaluation Approach Level 1 - Reaction
Description: Trainee reaction to the course. Does the trainee like the course, trainer, facilities? What improvement can they suggested Comments: Most primitive & widely-used method of evaluation
It is easy quick & inexpensive to administer
Uirle-Patrick Evaluation Approach Level 2 Learning
Description: Did trainees learn what was based on the course objectives?. Comments: Learning can be measure by pre & post tests either through written test or through performance test
Uirle-Patrick Evaluation Approach
Level 3 Behavior
Description:
Trainee behavior change on the job
Are the learners apply what they learn Comments: Difficult to follow-up Questionnaire or observation after the training class has occurred Collect data form superior,peer,client & subordinate
Uirle-Patrick Evaluation Approach
Level 4 Results
Description: Ties training to the company bottom line Is the organization better because of training Comments: Generally applies to trainings that seeks to overcome a business problems caused by lack of knowledge or skills Example include reductions in cost, turnover, accidents, absenteeism & profits May be difficult to tie directly to training
Evaluating Sales Teams
Level 1 Reaction
Are trainee satisfied? This also provides information so that the parts they dont like can be improve
Level 2 Learning
Did the training change the attitude, increase the knowledge or improve the skills of the trainee? This usually required testing before and after the training
Evaluating Sales Teams
Level 3 - Behavior
Are the sales people using skills & knowledge on the job this may measured in the
verity of ways. Asking sales peoples, observation by manager, questioning customers Level 4 - Results
What effect does the training have on the company?
Types of Evaluation Instruments
Questionnaire
Attitude survey Test Interviews Observation Performance records
Summary of Evaluation Instruments Level 1 (Reaction)
Questionnaire, Attitude survey, Interviews Level 2 (Learning) Questionnaire, Attitude survey, Interviews Observation ,Test Level 3 (Behavior) Questionnaire, Attitude survey, Interviews Observation Level 4 (Result) Performance records
Evaluation Methods
Post-Training Performance Method
Evaluating training programs based on how well employees can perform their jobs after they received the training.
Pre-Post-Training Performance Method
Evaluating training programs based on the difference in performance before & after one receive training
Pre-Post-Training Performance with Control Group
Evaluating training by comparing pre and post training results with individuals who did not received the training
Return on Investment (ROI)
ROI is a measure of the monetary benefits obtained by an organization over a specific time period in return for a given investment in a training program
In other way
ROI is the extent to which the benefits (outputs) of training exceed the costs (inputs)
The process of calculation Return on Investment (ROI)
Forecasting & Measuring Costs
Forecasting & measuring Benefits
Forecasting & Measuring Costs
Design & Development Cost Resource Person Cost Material Cost Infrastructure Cost
Time Cost
Alternative Cost Evaluation cost
Forecasting & Measuring Benefits
Labor Saving Reduce duplication efforts Less time spent correcting mistakes Faster access to information Productivity Increase Improve methodology reducing the efforts time Higher level of skills leading to faster work Higher level of motivation leading to increase efforts
Forecasting & Measuring Benefits
Other Saving Costs Fewer machine breakdown Lower maintenance cost Lower staff turnover Lower Recruitment & training cost
Organization Development (OD)
is the planned system wide effort that is managed from the top of the organization to increase the organizations overall performance through interventions that rely heavily on behavioral science technology. OD assumes that employees desire to grow and to develop, and have a strong need to be accepted by others in the organization. OD is used to foster collaboration between managers and employees to take advantage of the skills and abilities of employees and to eliminate aspects of the organization that limit employee growth, development, and group acceptance.
Organizational Development
Organizational Development is the part of HRM that deals with facilitating system wide change in the organization Whenever a change occur four areas are usually affected, Organization's Systems, its technology, its process & its Peoples That is where OD comes into play OD efforts are designed to support the strategic direction of the business and the focus of the OD is then to help people adapt to change
What are the OD Methods?
Team Building
Third-party Intervention
Climate Survey
OD Methods
Climate Surveys
Assessment of employees perceptions & attitude about their jobs organization .
Team Building
Activities associated with helping employees come together &
work as a Team.
Third Party Intervention
Using outsider to assist employee in a group to change their attitudes, stereotypes or perceptions about one another.
Relationship of Training & Development With Human Resource Functions
T R A I N I N G & D E V E L O P M E N T
Performance Evaluation
Training & Development can lead to higher compensation Opportunity to earn more compensation can motivate trainees
Recruitment
Availability of training may permit hiring of less qualified applicants
Selection
Effective selection may reduce training Cost
Compensation Management
Labor Relation
Relationship of Training & Development With Human Resource Functions
T R A I N I N G & D E V E L O P M E N T
Training & development aids in the achievement of performance standards
Performance evaluation provides basis for determining training needs and results
Availability of training can aid recruitment efforts Recruitment may provide source of trainees
Recruitment
Availability of training may permit hiring of less qualified applicants
Selection
Effective selection may reduce training Cost
Performance Evaluation Compensation Management
Training & Development can lead to higher compensation Opportunity to earn more compensation can motivate trainees
Training program may include the role of the Union Union cooperation can training efforts
Labor Relation
Learning Theory & Employee Training
Learning
Is a relatively permanent change in the behavior that result from direct or indirect behavior
Learning Organizations
Is one whose employees continuously attempt to learn new things & to use what they learn to improve product or service quality
Learning Principles
Motivation to learn Learning reinforced by the organization Training and development Practice and activity Content effectively communicated Content transferable to job setting Learning require feed back Meaningful learning
Learning
Unlearning Relearning
Assignment No.4
1. Read the book from Page No.206 (Learning Outcome) to Page no 232(Chapter Summary). 2. Answer the question 1-10 from demonstrating comprehension on page 232. 3. Answer the Questions of case application Team Fun on page 233. 4. Develop the TNA Form for the following designations Marketing Manager, Finance Manager, Production Manager, Store Manager and Purchase Manager. 6. Develop the training proposal for the marketing department on Team Building Skills. How would you evaluate the effectiveness of training program? 7. Visit at least two international websites of training institutes and one physical visit at any training institute, collect detail information about the training Programs and briefly explain how you can get benefits from them. 8. Memorize all the slides and write the notes in order to compile a book on HRM on later stage.
