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Human resources management chapter seven
اسلاید 1: Training and Developing Employees
اسلاید 2: “The biggest job we have is to teach a newly hired employee how to fail intelligently. We have to train him to experiment over and over and to keep on trying and failing until he learns what will work.” Charles F. Kettering quotes (American engineer, inventor of the electric starter, 1876-1958)
اسلاید 3: Employee OrientationA procedure for providing new employees with basic background information about the firm.
اسلاید 4: The Orientation ProcessTraditional orientation programs take several hours. The human resource specialist usually performs the first part of the orientation by explaining basic matters like working hours, benefits, and vacations. That person then introduces the new employee to his or her new supervisor.In firms like Toyota Motors USA, on boarding-type orientations take up to a week. Videos, lectures by company officers, and exercises covering matters like company history, vision, and values.
اسلاید 5: The Purposes of Employee Orientation Make the new employee feel welcome and at home and part of the team.Make sure the new employee has the basic information to function effectively, such as e-mail access, personnel policies and benefits, and what the employer expect in terms of work behavior.Help the new employee understand the organization in a board sense.Start the person on the process of becoming socialized into the firm’s culture, values, and ways of doing things.
اسلاید 6: Department Orientation Checklist for New Employees Dept Orientation Checklist for Employees.pdforientchecklist.pdf
اسلاید 7: Orientation TechnologyAt the University of Cincinnati, new employees spend about 45 minutes online learning about their new employer’s mission, organization, and policies and procedures.
اسلاید 8: TrainingThe process of teaching new or current employees the basic skills they need to perform their jobs.
اسلاید 9: For whatever reason, training is booming. Companies spend on average $1,103 per employee for training per year and offer each about 28 hours of training.
اسلاید 10: The Four-Step Training Process
اسلاید 11: Analyzing Training Needs And Designing the ProgramTask analysis: assessing new employees’ training needsTask Analysis: A detailed study of a job to identify the specific skills required.Competency Model: A graphic model that consolidates, usually in one diagram, a precise overview of the competencies (the knowledge, skills, and behaviors) someone would need to do a job well. Performance Analysis: assessing current employees’ training needs: Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means (such as transferring the employee).
اسلاید 12: Training MethodsOn-the-Job TrainingApprenticeship TrainingInformal learningJob instruction training (JIT)LecturesProgrammed learningAudiovisual-based trainingVestibule trainingTeletraining and videoconferencingElectronic performance support systems (EPSS)Computer-based training Simulated learningInternet-based training
اسلاید 13: On-The-Job Training training a person to learn a job while working on it.Type of On-The-Job Training: Coaching or understudy methodJob rotationSpecial assignment
اسلاید 14: The Men’s Wearhouse, with more than 455 employee the ropes, makes extensive use of on-the-job training. Every manager is formally accountable for the development of his or her direct subordinates.
اسلاید 15: Apprenticeship TrainingA Structured process by which people become skilled workers through a combination of classroom instruction and on-the-job training.
اسلاید 16: When steelmaker Dofasco discovered that many of their employees would be retiring during the next 5 to 10 years, the company decided to revive its apprenticeship training. Applicants are prescreened. New recruit then spend about 32 months in an internal apprenticeship training program, learning various jobs under the tutelage of experienced employees.
اسلاید 17: Informal learningSurveys from the American Society for training and development estimate that as much as 80% of what employees learn on the job they learn not through formal means.
اسلاید 18: Job instruction training (JIT)listing each job’s basic tasks, along with key points, in order to provide step-by-step training for employees.
اسلاید 19: The step-by-step graphical instructions UPS to train new drivers in how to park their trucks and disembark.
اسلاید 20: Lectures Lecturing is a quick and simple way to present knowledge to large groups of trainees, as when the sales force needs to learn a new product’s features.
اسلاید 21: Programmed learning: A systematic method for teaching job skills, involving presenting question or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his or her answers.Audiovisual-Based Training: Audiovisual-based training techniques like DVDs, films, PowerPoint, and audiotapes are widely used.Vestibule training: Vestibule training is a method in which trainees learn on the actual or simulated equipment they will use on the job, but are trained off the job.
اسلاید 22: Teletraining and VideoconferencingWith teletraining, a trainer in a central location teaches groups of employees at remote locations via televised hookups.Videoconferencing allows people in one location to communicate live with people in another city or country, or with groups in several cities.
اسلاید 23: Electronic Performance Support Systems (EPSS)Sets of computerized tools and displays that automate training, documentation, and phone support, integrate this automation into applications, and provide support that’s faster, cheaper, and more effective than traditional methods.
اسلاید 24: Computer-based trainingWith computer-based training, trainers use interactive computer-based and/or DVD systems to increase knowledge or skills.