Professional Documents
Culture Documents
- is supportive
- relieves anxiety
- stimulates feeling of belonging
Develop a Welcome Plan for new employees:
The first year is the most critical for any employee
Tend to feel frustrated and isolated
Learning new work patterns and procedures
Getting to know colleagues
In many organizations, one-third of turnovers occur during the first year
Each new employee may be assigned a buddy or sponsor.
Supervisors should create opportunities for socializing
TRAINING - CHAPTER 8
Training in the U.S.
25% of workforce participated in employer sponsored training
Training was concentrated in upper echelons:
7% of lower 10% of workers
49% of upper 10% of workers
Probability of training is greatest through age 40, declines after this
Needs Assessment
Level One: Organizational Analysis
External environment shortage of skilled workers or new technology?
Strategy and goals of the organization
Level Two: Task Analysis
What tasks are performed - KSAs
What behaviors and knowledge are essential
What learning is necessary
What type of instruction leads to learning
Level Three: Person Analysis
Identifying workers or groups who are weak or need certain skills
Examples of Sources and Methods for Data Collection for the Needs Assessment Stage of the Model of the
Training Process:
Written Sources
Employee files
Job descriptions
Request for training
Job specifications
Request for a job transfer Job analysis reports
Reasons mentioned for
Records of missed deadlines
-leaving the organization
Customer complaints
Accident reports
Performance appraisals
Equipment repair requests
Employee Complaints
Equipment down time
Employment tests
reports
Other Sources
Employees
Customers
Management
Consultants
Methods
Individual interviews
Work sample tests
Group interviews
Comment cards
Questionnaires
Focus groups
Observation
Examination of written sources
Job analysis
Performance appraisals
Testing
Focus of training
Skills most common, OJT and job aids
Retraining keep up with changing job demands
Cross-functional makes workers more versatile and flexible, job rotation
Team
Content tasks relate directly to team goals
Group processes relate to the way members function as a team
Creativity brainstorming
Literacy communication skills
Diversity how to respond to differences
Ethics clarify policies and help employees apply them
Customer service especially front-line service employees
Off-the-Job Experiences:
Seminars/lectures/ workshops
Management games (cases, role playing, in-basket
exercises)
Simulation and virtual reality
Sensitivity training
Computer instruction
Education
Is the training worthwhile? Ways to evaluate: How to determine if training expenditures are worthwhile?
Levels of evaluation: reaction, learning (post; pre+post; pre+post with control group), behavior, and/or results.
Cost-benefit analysis:
Benefits increased productivity and quality; reduced errors and turnover; new capabilities
Costs trainer salaries; equipment, material, facility + transportation costs; lost productivity
Benchmark to other organizations or ASTD data
TRAINING AND THE LAW
TRAINING AS A REQUIREMENT - will training or educational preparation be used as the entry requirement
for a position or for a promotion? Criterion-related validity exists if persons with training perform better
than those without.
DECISION BASED ON TRAINING OUTCOMES - if used for personnel decisions (pay raises, separation,
etc.), then training result is a test.
THE TRAINING PROCESS - content and procedures may cause adverse impact (equipment used, training
materials biased)
SELECTION FOR TRAINING - discrimination exists when entry into training is biased (tests, application
procedure, etc.)
Training meets the courts good faith effort standard
In Kolstad v. American Dental Association (1999) the US Supreme Court ruled that:
Part 1 - An individual who is successful in a job discrimination lawsuit may collect punitive damages if
s/he shows that the discrimination was intentional and the employer acted with malice or reckless
indifference to the employees rights.
Part 2 The plaintiff cannot collect punitive damages from the employer if the managers actions are
contrary to the employers good-faith efforts to comply with Title VII.
The key for employers to satisfy the Courts good-faith effort standard rests on an employer implementing a
quality training program:
The extent to which an employer has adopted anti-discrimination policies and educated its
employeesis important in deciding whether it is insulated from punitive liability.
Training meets the courts good faith effort standard (cont)
Training must:
Focus on preventing harassment against all protected groups
Be provided to all new employees, especially new supervisors
Be effective.
Thus, employers should:
Make sure competent trainers deliver the training (if you outsource the training, check references)
Monitor the effectiveness of the training
Assure timing new employees and annually thereafter
Training and Development are a Shared Responsibility
Expatriate Orientation and Training
Adjustment in the Host Country
Culture Shock is an insufficient adjustment to a host culture. Its the cumulative effect of being exposed to
unfamiliar cues in a host country
Culture Shock is a major contributor to:
Premature return from the global assignment
Reduced performance while on assignment
Orientation and training can help to reduce the effects of culture shock.
What Influences the Adjustment Process?
Selecting candidates who have a track record of having worked successfully in the culture of the assignment
Global assignees personalities
Rigorous cross-cultural training can assist the global assignee develop realistic expectations of the new host
culture
Orientation
A good orientation might include:
Trial overseas living - a pre-visit to the new site
Pre-departure training about the host country
Intercultural business skills
Area studies and language learning strategies
Culture shock management and lifestyle adjustment
Host country daily living issues, including local customs and etiquette
Because it defines career paths in a certain way, it tends to produce managers with particular competencies,
experiences and interests who are more competent in certain strategies than others.
Career jungle gyms are surprisingly durable. Managerial careers are exercises in deferred gratification: a
manager works hard today for ultimate reward at an indeterminate time in the future.
A firms jungle gyms are organizational-level phenomena, and are far from easy to see.
Jungle Gyms and Strategies
Command-Centered and Defender [Quality]: defender does one thing well and, over time, gets better at doing
it.
Constructional and Analyser [Cost reduction]: not a prime mover, but comes in when business is settled, and
analyzes and improves until it becomes one of the lowest-cost producers. Managers must understand the
various functions of the business and how they are interrelated. Requires generalists with broad
knowledge of how pieces fit.
Evolutionary and Prospector [Innovation]: main characteristics include inventiveness, flexibility and
nimbleness.
Glass ceiling
Women and men receive different developmental experiences during their careers
Womens assignments less visible, involve less risk and breadth of responsibility
Relatively dead-end staff jobs, lack of job rotation
Women receive less training
Women less likely to have a mentor
Women less likely to have an overseas assignment
International Implications of Career Development
Career issues in whether or not to accept a global assignment:
How well does this assignment fit with long-term career goals?
What kind of personal development and challenges will result?
assignment will make the individual more marketable to any company that needs globally
competent managers and executives
What are the career, family, financial, and personal risks and benefits associated with this global
assignment?
Identification
What Types of Performance to Measure?
Trait-based systems assess abilities or other personal characteristics (e.g. pleasant personality)
Behavior-based systems measure the extent to which an employee engages in certain behaviors on the job (e.g.
contribution to team success)
Results-based systems measure the organizational results of employees behavior (e.g. job completion,
financial results, etc.)
Measurement
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