Orientation and Training
Thanks & Best Regards,
Md. Mahmudul Hasan
Compliance & Environment
PNG (BD) LTD.
Sattaroa, Karerhat, Jorarganj,
Mirsarai, Chittagong, Bangladesh.
Contact No: +8801816239747
Mail: hasan@pngbd.net
Connect with LinkedIn: https://www.linkedin.com/in/muhammed-mahmudul-hasan-
• Orienting Employees
• Employee orientation
• A procedure for providing new employees with basic background information about
the firm.
• Orientation content
• Information on employee benefits
• Personnel policies
• The daily routine
• Company organization and operations
• Safety measures and regulations
• Facilities tour
Orienting Employees (cont’d)
• A successful orientation should accomplish four things for new
employees:
• Make them feel welcome and at ease.
• Help them understand the organization in a broad sense.
• Make clear to them what is expected in terms of work and
behavior.
• Help them begin the process of becoming socialized into the
firm’s ways of acting and doing things.
Training Defined
• Training is the systematic process of altering employee
behavior in a way that will achieve organizational goals
• It should be related to present job skills and abilities
• It helps employees master the specific skills and abilities
needed to be successful
Differences between Training, Education & Development
• Training is short term, task oriented and targeted on
achieving a change of attitude, skills and knowledge in a
specific area. It is usually job related.
• Education is a lifetime investment. It tends to be initiated by
a person in the area of his/her interest(Today)
• Development is a long term investment in human
resources(tomorrow).
• The Goal of the training
The goal of training is for employees to master the
knowledge, skills and behaviors emphasized in training
programs and to apply them to their day-to-day
activities.
An Ideal Training is
• Linked to business goals and performance
Part of a company-wide strategy
• Focused on setting tangible objectives for employees
• Part of a company policy
• How training is a strategic?
Training is strategic to the extent that it helps achieve the organization’s
strategic plan or business strategy.
Developing Strategic Training Plans
A good training plan deals with the following questions:
• Is there really a need for the training?
• Who needs to be trained?
• Who will do the training?
• What form will the training take?
• How will knowledge be transferred to the job?
• How will the training be evaluated?
• Establishing Training Objectives and Priorities
Gap Analysis
• The distance between where an organization is with its
employee capabilities and where it needs to be.
• Types of Training Objectives
• Knowledge: Impart cognitive information and details to trainees.
• Skill: Develop behavior changes in how job and tasks are
performed.
• Attitude: Create interest and awareness of the training
importance.
Internal Training
• Informal Training
• On-the-Job Training (OJT)
Training that occurs through interactions and feedback among employees.
• On-the-Job Training (OJT)
• Based on a guided form of training known as job instruction training (JIT)
• Problems with OJT
• Poorly-qualified or indifferent trainers
• Disruption of regular work
• Bad or incorrect habits are passed on
On The Job Training Methods
• Coaching
• Mentoring
• Job rotation
• Apprenticeship training
• Committee assignments
Off The Job Training Methods
• Case Study
• Role playing
• Lecture method
• Conference or discussion method
• Programmed instruction
Case Method Identify the problems Analyze the problems
❑The case method uses a written description of a real
decision-making situation
• Managers are asked to study the case in order to:
• Identify the problems
• Analyze the problems
• Propose solutions
• Choose the best solution
• Implement it
❑More learning takes place if there is interaction with the
instructor
Role Playing
• Each person is assigned a role in a situation and is asked to react to other
players’ role-playing
• The player is asked to react to the stimuli as that person would
• Players are provided with background information on the situation and the
players
• A script is usually provided
❑The success of this method depends on the ability of the
players to play the assigned roles believably
❑Role-playing can help a manager become more aware of,
and more sensitive to, the feelings of others
Training Delivery: Considerations
❖Nature of training
❖Subject matter
❖Number of trainees
❖Individual vs. team
❖Self-paced vs. guided
❖Training resources
❖Costs
❖Geographic locations
❖Time allotted
❖Completion timeline
Evaluation
• Integral part of overall training program
• Provides feedback on effectiveness of training program
• Evaluation criteria should be established in tandem with and parallel to
training objectives
Continued
❑Cost-Benefit Analyses
• A comparison of costs and benefits associated with organizational training efforts
• Measurement of both the costs and the benefits may be difficult.
• Return on Investment (ROI) Analysis
• Benchmarking
• Comparison of internal training with training done in other organizations
Learning: The Focus of Training
• Learner Readiness
• Ability to learn
• Learners must possess basic skills .
• Motivation to learn
• Learners must desire and value training.
• Self-efficacy
• Learners must believe that they can successfully learn the training content.
Learning Theory and Training
▪ Learning principles can be applied to job training:
▪ The trainee must be motivated to learn
▪ The trainee must be able to learn
▪ The learning must be reinforced
▪ The training must provide for practice of the material
▪ The material presented must be meaningful
▪ The material must be communicated effectively
▪ The training taught must transfer to the job
Impediments to Effective Training
• Commitment lacking
• Inadequate budget allocation
• Universities award only degrees, not skills
• Poaching of trained workers
END
