Training and Development of Employees

Making the people according to your own requirements and sharpening them to create competitive advantage

Components of the chapter

1. Socialization- 3 stages 2. Orientation handbook of employees about organization in which they are working. 3. Training importance, needs, and methods& evaluation of training programs 4. Development organizational development, learning organization as term

Socialization or Onboarding
A process of adaptation that takes place as individuals attempt to learn the values and norms of work roles. As someone is inducted in the organization, transferred, and/or promoted has to adjust in new environment that includes: work activities, a new boss, a different or most likely diverse group of coworkers or most probably a unique set of standards for what constitutes successful performance.

Socialization as a process
There are 3 stages of socialization at work 1. Pre-arrival stage- this socialization process stage recognizes that individuals arrive in an organization with a set of organizational values, attitudes, and expectations. 2. Encounter stage- the socialization stage where individuals confront the possible dichotomy between their organizational expectation and reality. 3. Metamorphosis stage- the socialization stage during which the new employee must work out inconsistencies discovered during the encounter stage

Assumptions of Socialization
1. Socialization strongly influences employee performance and organizational stability. 2. New members suffer from anxiety 3. Socialization does not occur in vacuum and 4. Individuals adjust to new situations in remarkably similar ways.

Influence on performance
1. Performance depends upon degree on knowing of employee what he should or should not do at his workplace. 2. Understanding the right way to do job properly. 3. Appraisal of your performance includes how well you fit into organization. 4. Do you have acceptable work habits. 5. Can you go along with your co-workers. 6. Do you demonstrate right attitude and present appropriate behaviors at work.

Influence on organizational stability

1. Jobs filled and vacated with minimum disruption organization will be more stable. 2. Objectives and culture of organization is transmitted more smoothly. 3. Loyalty and commitment to organization will be easily maintained.

New member suffer anxiety

1. Stress is high due the fact that new member feels lack of identification- if not with work itself, certainly with new supervisor, new work location, and new rules and regulations. 2. New employee feels loneliness and isolation. 3. New member should be given more attention and be encouraged to seed organizational information to reduce uncertainty and ambiguity. 4. Stress also motivates employees to learn rapidly the ropes of the organization.

Socialization does not occur in vacuum

1. Socialization is also influenced by behaviors offered by colleagues, management, employees, clients. 2. Employers needs to know whether the experience is consistent with culture or / employment brand that was promoted at the time of recruitment.

Individuals adjust themselves in a similar way

1. Anxiety is high at entry level and new employee obtain information quickly to reduce it. 2. New entrant clarify the understanding of their roles once they are on the job. 3. Adjustment take time to settle-in and know the organizational culture.

Orientation
New-employee orientation covers the activities involved in introducing a new employee to the organization and to the individuals in his or her work unit. The immediate supervisor is responsible for the orientation new entrant. Orientation reduces the stress of employee up to a substantial extent with provision of required information.

Orientation (cont)
Organization Culture- the system of sharing meaning within the organization that determines how employees act. In orientation basically it is tried that new entrant must know the organization culture. The employee who has been properly socialized to the organizations culture knows what acceptable behavior is and what it is not.

Orientation (cont).
Role of CEO the role of CEO is important due the problem of new entrants that they are under stress and want to know & see their boss, who is he and what is he. 1. He should remain present and address employees on first day. 2. Encourage them and congratulate them on choice of this good job and company. 3. Inspire them what it is like to work for this organization and how they can have career opportunities. 4. He should be committed to make the first day special

Orientation (cont.)
Role of HRM- basically orientation is function of HRM department with combination of line management. 1. HRM has to instruct the new employees when to report to work. 2. Answer routine and special questions new employees have in their mind. 3. At time of orientation HRM tell them what facilities and support services. 4. HRM services can be contracted out to any specialist organization for expert advice.

Employee Training
Definition- present-oriented training that focuses on individuals current jobs. Training Needs- is there a need of training- 4 questions1. What are the organizations goals that you have to achieve? 2. What tasks must be completed to achieve its goals- to be proficient in job at hand? 3. What behaviors are necessary for each job incumbent to complete his or her arranged tasks? 4. What deficiencies, if any do incumbent have in the skills , knowledge, or abilities required to exhibit the necessary job behavior?

Methods of Training
Two classifications of training methods: 1. On-the-job Training2. Off-the-job Training

On-the-job Training
1. Job Rotation- increase motivation and transfer from job to job give exposure to the employee and variety of skills in different jobs. 2. Apprenticeships- working along with classroom instructions. Experienced workers also encourage and support new employees. 3. Internships- opportunities given to students to apply their knowledge in their respective professions to know the practical aspect of their education

Off-the-job Training
1. Classroom Lectures- the instructors should know the needs and have skills to convey the proper information to adult learners- with discussing situations and real life related examples familiar with culture and environment. 2. Multimedia Learning- demonstration of technical skills through DVDs and Videos that may be offered online. 3. Vestibule Training- facilitating learning by using same equipment that one actually will on the job but in a simulated work environment.

Employee Development
Definition- Future oriented training that focuses on employee personal growth. Methods of Employee Development1. Job Rotation- moving employees horizontally or vertically to expand their skills, knowledge, or abilities. 2. Assistant-To Positions- working with seasoned and successful managers as special attach to mentor or coach for career development. 3. Committee Assignment- to learn from decision making personnel, learning by discussion, investigating and solving problems techniques and argumentation to reach the final decision by processing art.

Employee Development(cont.)
4. Lecture Courses and Seminars- developing analytical skill, acquiring knowledge and developing concepts in house from out siders and experts. 5. Simulations- Any artificial environment that attempts to closely mirror an actual condition. 6. Adventure Training- outdoor trainings- keeping employees in hard area in hard weather and some crisis situations are sometimes created or naturally come across the team and team has to face it and tackle that real situation.

Organization Development (OD)

Definition- The part of HRM that addresses systemwide change in the organization. The people side of business changes from time to time but the change in respect of continuous improvement, diversity, and work process engineering require the organization to move forward through a process is called OD.

CHANGE AGENT- the individual responsible for fostering the change effort and assisting employees in adapting to change.

Affects of the change

Change affects four areas: 1. Systems2. Technology3. Processes4. PeopleAll above lead to the change in the organizational culture. Whether organizational members are coming to support the change efforts and are trying to bring new culture to fruition.

Change Process
1.
a. b. c. 2. Two metaphors used in change processThe Calm Waters Metaphor- it is best explained by 3steps of Kurt Lewin: successful change requiresUnfreezing the status quo. Moving to required extent or to new state. Refreezing to make new change permanent. The White-Water Rapids Metaphor- where environments uncertain and dynamic. The rafters deal continuously changing water currents, organizational members facing rapid changes has to adjust themselves quickly and has to react properly to unexpected events.

OD Methods
1. 2. a. Organization Development- long-term and organization-wide changes attitudes and values to accept the changes- good internal communication and trust are key factors. OD TechniquesSurvey feedback- assessment of employees perceptions and attitudes regarding their jobs and organization. Process consultation- outside consultants help organizational members perceive, understand, and act on process events. Team building- organizations are made up of people and they have to interact with each other for this OD has to build team that can move with coordination. Intergroup development- Helping members of various groups become a cohesive team.

b.
c.

d.

Learning Organization
Definition- An organization that values continued learning and believes a competitive advantage can be derived from it. Two factors1. Sharing of information- no learning can take place without information and more over managing the knowledgeopenly, timely, and as accurately as possible- leader facilitate to create shared vision among organizational members. 2. Collaborating on work activities- to create such organizational culture that people working with each other and supporting and communicating properly will foster learning processes at workplace.

Evaluation of Training and Development Effectiveness

1.
2. 3. Kirkpatrich developed a four-level modelParticipants reaction- liked, felt achieved goals, liked the trainer, and any suggestion. Learning measurement- pre- and post-test performance of trained and not trained control group. What change is noticed in the behavior of employees attending the training program. Benefit to employer means what was bench mark and what is achieved through training.

4.

Performance based evaluation of training and development

There are three methods1. Post-Training Performance Method- evaluating training programs based on how well employees can perform their jobs after training. 2. Pre-Post Training Performance Method-evaluating training programs based on the difference in performance before and after training. 3. Pre-Post-Training Performance with Control Group Method- evaluating training by comparing pre- and post-training results with individuals.

International Training and development