Chapter 6 Onboarding and Training

Evaluation of Onboarding Programs 3

Employee reaction • evaluate usefulness, job performance Socialization effects • assess progress towards understanding norms Cost/benefit analysis • compare costs of program (e.g. materials, time) to benefits (e.g. fewer errors, rate of productivity)

Training Effects to Measure

Transfer of training: Application of the skills acquired during the training program into the work environment and the maintenance of these skills over time. • Transfer of training: Application of the skills acquired during the training program into the work environment and the maintenance of these skills over time.

Job Instruction Training (JIT)

The listing of each job's basic tasks along with key points to provide step-by-step training for employees.

Vestibule or Simulated Training

Trainees learn on the actual or simulated equipment that they will use a job (with training taking place off the job )

Necessity of Training

Training is moving to center stage as a necessity for improving employers competitiveness • Training can strengthen employee commitment

Controlled experimentation:

Uses both a group for which the situation is modified (e.g., the group receives training) and a group for which the situation is not modified (e.g., the group receives no training) to assess the impact of the modification.

Content of Onboarding Programs

internal publications (handbooks, newsletters, company history) • facility tour and staff introductions • job-related documents and explanation of duties, procedures, and responsibilities • expected training to be received • performance appraisal criteria

Apprentice Training

involves having the learner/apprentice study under the tutelage of a master craftsperson. • apprenticeships are widely used to train individuals for many occupations, including those of electrician and plumber.

Step 2: Instructional and Curriculum Design

• prepare curriculum - programmed or informal? - medium? • ensure that training materials support learning objectives • ensure the quality and effectiveness of program elements

Informal Learning

"any learning that occurs in which the learning process is not determined or designed by the organization

Programmed Learning - 3 steps

. presenting questions, facts, or problems to learner 2. allowing the person to respond 3. providing feedback on the accuracy of his/her answers

Employee Onboarding (Orientation) - what are some examples

A procedure for providing new employees with basic background information about • company policies • expectations regarding their performance • operating procedures.

controlled experiment

An experiment in which only one variable is manipulated at a time.

Step three validation

An often overlook staff interest and objectives or costs accomplished pilot study or run through using representative audience collect feedback and assess participants make revisions based upon results

Transfer of training:

Application of the skills acquired during the training program into the work environment and the maintenance of these skills over time.

Step 5: Training Evaluation three distint stages

Before: potential trainees can be assessed on their level of ability, aptitude, and motivation regarding skills acquired • During: provide frequent feedback, opportunities for practice, positive reinforcement • After: program should be evaluated to see how well its objectives have been met

Audiovisual techniques Advantages

CDs DVDs computer-based advantages include instructional consistency mastery of learning flexibility for training encased training motivation and the videoconferencing and vestibule/stimulated training

Managing Internal Employee Movement

Create development implications for transferred/promoted employees and substantial benefits for organization Creates a pool of potential future manager with broad experience throughout friend

Making promotion decisions

Decision one is seniority or competence the rule Decision to how his competence measured This is an threeIs the process formal or informal

Responsibility for Onboarding - who does what

HR specialist • explains corporate information • follows up over time Supervisor • explains nature of the job • introduction of colleagues, etc. Buddy or mentor • assists with day-to-day items

New Approaches to Career Development - 3

Identify skills and aptitudes • general aptitude test battery (GATB) Identify career anchors • concern or value a person will not give up Focus on life trajectories • designing career and life simultaneously

Video conferencing

Instructor is televised to live to multiple locations means of joining two or more distinct groups using A combination of audiovisual equipment

Auditory Learning

Learning by hearing -Instructors should convey information with clear sequential descriptions of tasks.

Training Considerations

Learning styles • auditory, visual, kinesthetic Personalize learning • meaningful material • maximize similarity of training to the job • motivate trainees Legal aspects • avoid discrimination • avoid negligent training

Orientation vs. Training

Orientation • long term socialization process between employee and employer Training • short-term efforts to impart information and instructions related to the job

Help Trainers Maximize Effectiveness of Training Process - 4 tips

Provide trainees with overall picture of material to be presented 2. Maximize similarity between training situation and work situation 3. Motivation affects training outcomes 4. Create a perceived need for training in the minds of participants

Steps for implementation

Rollout or schedule delivery professional trainers train-the-trainer Workshops may be required Ensure trainers are familiar with content and presentation methods

Step 1: Training Needs Analysis - what are the two different types

Task Analysis (new employees) • break down job into tasks and skills • determine where each each task and skill is best learned Performance Analysis (current employees) • verify any performance deficiencies and determine whether they are best resolved through training or other means

career anchors

a network of self-perceived talents, motives, and values that guide an individual's career decisions

Task Analysis (new employees)

break down job into tasks and skills • determine where each each task and skill is best learned

E-Learning

earning administered via computer, web-based technology • flexible, personalized and cost effective

Executive integration process:

identify position specifications • provide realistic information to candidates • assess candidate's previous success with integration • announce hiring with enthusiasm • stress importance of listening and demonstrating competency • assist new executives with cultural norms and change

Roles in Career Development: The Individual

• individual must accept responsibility for career • requires: - self-motivation - independent learning - effective time and money management - self-promotion • networking is the foundation of effective career management

On-the-Job Training- how is it given? what are the pros?

learning administered via computer, web-based technology • flexible, personalized and cost effective

Development

long-term preparation for future jobs

Purpose of Onboarding

part of ongoing socialization process • helps reduce first day jitters & reality shock (cognitive dissonance) • foundation for ongoing performance management • improved productivity • improved retention levels and reduced recruitment costs

Classroom Learning how does blended learning compare to the others

primary method of corporate training in Canada • quick and simple way of providing knowledge • classroom learning has evolved in technological age. • blended learning - provides better learning results and higher engagement/enthusiasm than expected.

Learning Organizations

skilled at creating, acquiring, transferring knowledge • modifying behavior to reflect new knowledge/insights

Training

teaching employees the basic skills/competencies needed to perform their jobs • part of organization's strategic plan • considered investment in human capital

career development

the process of managing how a person grows and progresses in a career

Career Planning

the process of studying careers, assessing yourself in terms of careers, and making decisions about a future career.

Problems with Onboarding Programs

too much information in a short time can overwhelm employee • too many forms to fill out • little or no orientation provided • HR information can be too broad; supervisor's information can be too detailed

visual training

variety of programs to enhance visual performance. It includes treatments for focusing, binocularity, and eye movement problems. Vision training is generally provided by an optometrist (O.D

Performance Analysis (current employees)

verify any performance deficiencies and determine whether they are best resolved through training or other means Establish Training Objectives • specify what the trainee should be able to accomplish after completing the training • provide focus for trainee and trainer • provide a benchmark for evaluation of the training program