Transcript Entry, Orientation & Training

Pre-Orientation/Entry Issues,
Orientation & Training
Week 6 & 8
2BC3
______________________
Dr. Teal McAteer
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Please review Website for the
following:
• Spreadsheets with assignment #1 grades
posted
• Mid-term Exam information
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Pre- Orientation & Entry Issues
• Realistic Job Preview (RJP) and The
Psychological Contract
• Developing commitment in the new recruit
• Understanding Culture/Climate
• Orientation
• Socialization
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What is Socialization?
• Process by which an employee begins to adapt
to the values, norms, and beliefs of the
organization and its members (culture)
– Involves learning the organization’s climate and
“learning to fit in”
• Climate
– “members’ shared perceptions of the contingencies
between behaviours that occur in the work
environment and their consequences”
– Learning what behaviours are expected, acceptable,
unacceptable
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Strategic Importance of
Socialization
• Sets the tone of employment relationship
• Clarifies expectations / how things are
done
• Reduces anxiety for new employees
– Will I fit in? Will I enjoy the job/coworkers/etc?
• Effects employee attitudes and behaviour
– Job satisfaction, commitment
– Job performance
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Socialization vs Orientation
• Socialization
– Process of employees adapting to
organization (culture/climate)
– Long-term process, often informal
• Orientation
– Program that informs new employees about
their job and company
– Short-term, often formal
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Stages of Socialization
1. Anticipatory (Pre-Arrival)
• Employees begin with certain expectations
about organization and job
– May be unrealistic – if unmet, result in
dissatisfaction, turnover, etc.
– Realistic Job Preview (RJP) may be helpful
• Info about job demands and working conditions –
both positive and negative aspects
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Stages of Socialization
2. Encounter
– Employee has started new job
– Inconsistencies between expectations and
reality emerge
– Needs info re: policies, procedures, etc.
• E.g., via Orientation program
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–
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Organizational issues, policies, etc.
Benefits
Introductions
Job Duties
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Stages of Socialization
2. Encounter (cont’d)
– Benefits of a good orientation program
•
•
•
•
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Shows organization values to employee
Reduces employee anxiety and turnover
Reduces start-up costs
Clarifies job and organizational expectations
Improves job performance
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Stages of Socialization
3. Change (Settling in)
– Inconsistencies start to get worked out
– Employee begins to identify with organization
– Transition from being an “outsider” to feeling
like an “insider”
– Often involves taking on new attitudes,
values, and behaviours to align with
organization’s
– Misalignment = dissatisfaction and turnover
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Comments / Questions ??
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Training
• Training vs Development
– Both refer to the learning of job-related behaviour
• Training
– Focuses on job performance
– Emphasis is on acquisition of specific KSAs needed
for present job
• Development
– Focuses on personal growth, longer-term
development
– Emphasis is on acquiring KSAs needed for future job12
or organizational need
Trends Affecting Training
• Training and development activities have
been increasing
– Low unemployment = tight labour market
• Organizations compete to attract & retain
employees, by offering better T&D opportunities
– New and changing technology – new KSAs
– Globalization – training for employees with
international assignments
– Mergers, acquisitions, restructuring
• Jobs change, employees need new KSAs
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Training Process Model
1.
2.
3.
4.
5.
Needs assessment
Design training objectives
Develop program content
Implement training program
Evaluate effectiveness of training
program
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Step 1: Needs Assessment
• Needs Analysis
– Diagnosis of problems and future challenges that can
be met through training & development
• Organizational analysis
– Culture, values, mission, goals, strategy
• Job / task analysis
– KSA requirements
• Person analysis
– Gaps between employee KSAs and KSAs required by
jobs
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– E.g., performance evaluations, self- or supervisor
identification
Step 2: Develop Training
Objectives
• Must include:
– The desired behaviour
– The conditions under which it is to occur
– Performance criteria
– E.g., “By the end of this week, you will be able
to list and define the 5 main steps involved in
the development of a training program,
without referring to your notes”
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Step 3: Develop Program Content
and Learning Principles
• Issues to consider
– Needs assessment
– Training objectives
– Audience
– Class size
– Time availability
– Cost
– Training format
– Learning principles
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Learning Principles
• How do people learn most effectively?
• Participation
– Participants are actively involved
• Repetition
– Repeated review of material
• Relevance
– Material is meaningful
• Transference
– Application of training to actual job situations
• Feedback
– Information given to learners re: their progress
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Bandura’s Social Learning
Theory
• High self-efficacy
– Belief one can achieve a
behaviour
• High outcome expectancy
Higher
level of
learning
– Belief that behaviour will lead
to an outcome of value
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Organizational Influences on
Transfer of Training
• Relates to trainee’s outcome expectancies
– Will the behaviour lead to desired outcomes?
• Rewards, pay, & promotion
– Are there rewards for demonstrating the new
behaviour?
• Environmental constraints / obstacles
– Lack of equipment, information, time, etc.
• Supervisory and peer support
– Reinforce training: provide opportunities, reward
– Train coworkers together – reinforce each other
• Organization’s learning climate
– Learning is encouraged, supported, rewarded, etc.
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Step 4: Deliver Training
• Numerous methods to choose from:
– On-the-job techniques
• E.g., job rotation, apprenticeship, etc.
– Off-the-job techniques
•
•
•
•
•
•
Lectures
Role playing
Case studies
Simulations
Computer-based training
Virtual reality
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Strengths and Weaknesses
of various Methods
Method
Knowledg
e
Skills
Attitudes
Transfer
Lecture
Yes
No
No
Low
Video
Yes
No
Yes
Med
Role play
No
Yes
Yes
High
Simulation
Yes
Yes
No
High
Case study
Yes
Med
Yes
Med
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Step 5: Evaluating Training
Effectiveness
• 5 Criteria - Kirkpatrick’s 4 levels plus 1
1. Reaction
• Are participants satisfied with training?
2. Learning
• How much has been learned?
3. Attitude Change (not 1 of Kirkpatrick’s 4
criteria)
• Did training result in attitude change?
4. Behaviour change
• Did the learning transfer to the job?
5. Results criteria
• Was the training worth the cost to the company?
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Evaluating Training
• If possible, use an evaluation method that
will allow you to draw accurate
conclusions about the program’s
effectiveness
• Reaction measures
– Important, but don’t refer to effectiveness
• Measure behaviour post-training
– Can’t determine whether change occurred
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Pre-test Post-test Design
• Measure → Training → Measure
• Allows you to see if change has occurred
• E.g., # of items produced before training =
10/minute
• # produced after training = 16/minute
• But, what if other employees who did not receive
training average 15 items/minute?
– Is training effective?
• Should also use a control group
– Employees who did not receive training
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Example of Evaluating Training
Effectiveness
• Allied Signal Corp. - Garrett Engine
Division
– Manufactures jet engines
• 2-day training program
– Team building, communication, problemsolving, etc.
– For maintenance teams (that repair the
manufacturing machines)
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Evaluation Design
•
Evaluated 4 levels (Kirkpatrick’s levels) using
pre-test post-test design with a control group
1. Reaction to training
2. Participants’ learning of training content
•
Paper-and-pencil test pre- and post-training for both trainee
and control group
3. Participants’ on-the-job use of the new skills
•
Trainee and control groups rated team members’
behaviours before and after training
4. Relevant organizational outcomes
•
Equipment downtime; job response time; job completion
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Results
1. Reaction – high ratings of program
2. Learning
– Post-test scores higher than pre-test scores and control group
3. Behaviour change
•
Better communication, problem-solving, etc. after training and
compared to control group
Response
time
Completion
time
Down time
Cost /
job
Training pre-
4.8 hrs
13.6 hrs
18.4 hrs
$1,341
Training
post-
4.1 hrs
11.7 hrs
15.8 hrs
$1,156
Control pre-
4.4 hrs
11.6 hrs
16.0 hrs
$1,165
Control
post-
4.4 hrs
11.7 hrs
16.1 hrs
$1,211
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Cost-benefit Analysis
• ROI estimate (for 1 month time period)
– Based on training vs control group post-tests
– $1156 vs $1211 (difference of $55 / job
savings)
– Avg of 55 jobs / wk (x 4 weeks) = $12,100
benefit
– Cost of training = $5,355
– Net benefit = $6,745
– $6,745 (Net benefit) / $5,355 (Cost) = 1.25
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– 125% ROI
Does training increase
turnover?
• Debate: Do employers see a return on
investment in tuition reimbursement?
– 2 sides of the debate:
• Employee development leads to positive employee
attitudes and motivates them to stay
• Employee development increases employees’
employment options outside the organization and
results in increased voluntary turnover
– Which do you think is true?
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Does training increase
turnover?
• Study: Benson et al. (2004) AMJ, 47(3), 315331.
• In this study, 9543 workers whose
company provided full tuition
reimbursement were studied
• Results
– Turnover is very low while participants are
taking classes or pursuing a degree
– When participants complete
advanced/graduate degrees, turnover
increases dramatically
– However…
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Does training increase
turnover?
• When these participants (who completed
advanced degrees) were promoted,
turnover was less:
– 56% less than participants who earned
degrees but were not promoted
– 55% less than participants who were
promoted but did not take part in tuition
reimbursement
• Conclusion – tuition reimbursement can be
an effective retention strategy, provided
attention is paid to job-skill match after
someone has received an advanced
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degree
Comments / Questions
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