Orientation Training and Development

If we have done our recruiting and selecting properly, we should have hired competent individuals who can perform successfully but successful performance requires more than the possession of certain skills. New hires be acclimated to the organization’s culture and be trained to do the job in a manner consistent with the organization’s objectives. To achieve these ends, HRM embarks on orientation and training.

How do we introduce New Hires to the Organization?

Orientation: The introduction of a new employee to the job and the organization

Once a job candidate has been selected, he or she needs to be introduced to the job and organization. This introduction is called orientation. The major objectives of orientation are to reduce the initial anxiety all new employees feel as they begin a new job; to familiarize new employees with the job the work unit, and the organization as a whole and facilitate the outsider insider transition. Job orientation expands on the information the employee obtained during the recruitment and selection stages. The new employee’s specific duties and responsibilities are clarified as well as how his or her performance will be evaluated. Orientation is also the time to rectify any unrealistic expectations new employees might hold about the job. Work unit orientation familiarizes the employee with the goals of the work unit, makes clear how his or her job contributes to the unit’s goals and provides an introduction to his or her coworker. Organization orientation informs the new employee about the organization’s objectives, history, philosophy, procedures and rules. This information should include relevant personnel policies such as work hours, pay procedures, overtime requirements and benefits. A tour of the organization’s physical faculties is often part of the orientation.

Management has an obligation to make the integration of the new employee into the organization as smooth and as free of anxiety as possible. Successful orientation, whether formal or informal results in an outsider insider transition that makes the new member feel comfortable and fairly well adjusted lowers the likelihood of poor work performance, and reduces the probability of a surprise resignation by the new employee only a week or two into the job.

What is employee Training?

Air Planes don’t cause airline accidents by themselves, people are their controllers. Most collisions, crashes and other airlines mishaps – nearly three quarters of them result from errors by the pilot or air traffic controller, or maintenance. Weather and structural failures typically account for the remaining accidents. We cite these statistics to illustrate the importance of training in the airline industry. These maintenance and human errors could be prevented or significantly reduced by better employee training.

Employee training is a learning experience that seeks a relatively permanent change in employees by improving their ability to perform on the job. Thus, training involves changing skills, knowledge, attitudes, or behavior. This change may involve what employees know, how they work, or their attitudes toward their jobs, co-workers managers and the organization. It has been estimated, for instance that US business firms spend billions each a year on formal courses and training programs to develop workers skills. Management of course is responsible for deciding when employees are in need of training and what form that training should take.

Determining training needs typically involves generating answers to several questions. If some of these questions sound familiar, you have been paying close attention. It is precisely the type of analysis that took place when managers developed an organization structure to achieve their strategic goals – only now the focus is on the people.

Signals warn a manager when training may be necessary from time to time. The more obvious ones are related directly to productivity. Indications that job performance is declining include decreases in production numbers, lower quality, more accidents, and higher scrap or rejection rates. Any, of these outcomes might suggest that worker skills need to be fine tuned. Of course, we are assuming that the employee’s performance decline is in no way related to lack of effort. Managers, too, must also recognize that training may be required because the workplace is constantly evolving. Changes imposed on employees as a result of job redesign or a technological breakthrough also require training.