Fakultas Ekonomi Universitas Padjadjaran Bandung 2004


The Objectives       Outline the key elements of an orientation program Describe how orientation for new employees affects turnover and learning Identify the organizational roles and responsibilities for employee orientation Explain how the HR department becomes involved in placement decisions Discuss the HR departments role in separation Explain how training and Development differ 2 .

For new employees. If dissonance is too high.Placement VS Productivities   Dissonance Reduction Realistic Job Preview close the psychological gap between what newcomers expect and what they find. the cost associated with creating new employee record in HR Department. New Employee Turnover its very expensive. that mean quitting. Exp: Bank Mandiri VS CitiBank cases Source: Wherther & Davis 3 . This difference between what one anticipates and what one encounters is called cognitive dissonance. people take action. besides recruiting and selection expenses.

Apply for Offshore in Irian Jaya 4 .

Apply for Finance in Gov s Bank in Jakarta 5 .

Orientation Program To get socialization between new comer and current employees and to discuss the current company Environment and objectives. relationship to other job Source: Wherther & Davis 6 . rest breaks. product line or service provided.t. to employer counselor  Job duties Job location. Topic often covered in Employee Orientation Program  Organizational issues History. to trainers. to coworkers. counseling.c  Employee benefits Pay scales and paydays. training and education benefits. layout of physical facilities. insurance benefits. job safety requirements. overview of job. organization. e.c  Introductions To supervisor.t. company policies and rules. retirement program. job objectives. e. vacations and holidays. job tasks.

Seniority-based promotions  Transfer and demotions  Job posting programs Source: Wherther & Davis 7 .merit-based promotions .Employees Placement Types of placement :  Promotions .

Separation A separation is a decision that the individual and the organization should part. economic. It may be initiated by the employer or the employee. it may be motivated by disciplinary.     Temporary Leaves of Absence Attrition (Cause of retirement or death) Layoffs Termination Source: Wherther & Davis 8 . Additionally. business or personal reasons.

knowledge.Preliminary steps in Preparing a training and development program Program content Needs assessment Training and development objectives Learning principles Evaluation criteria Evaluation Source: Wherther & Davis 9 Actual program Skills. ability of workers .

Determining Training needs Source: De Cenzo & Robbins What deficiencies. or abilities required to exhibit the necessary job behaviors? Is there a need for training ? What are the organization s goals ? What behaviors are necessary for each job incumbent to complete his or her arranged tasks? What tasks must be completed to achieve their goals? 10 . knowledge. if any do incumbents have in the skills.

then plateaus Learning must be transferable to the job Source: De Cenzo & Robbins 11 .Principles of Learning       Learning is enhanced when the learner is motivated Learning requires feedback Reinforcement increases the likelihood that a learned behavior will be repeated Practices increases a learner s performance Learning begins rapidly.

Training & Development Approach Pemilihan metode pelatihan yang digunakan berdasarkan pertimbangan-pertimbangan:  Cost-effectiveness  Desired program content  Learning principles  Appropriateness of the facilities  Trainee preferences and capabilities  Trainer preference and capabilities Source: Wherther & Davis 12 .

Training Method            Job instruction training Job rotation Apprenticeship and coaching Lecture and video presentation Vestibule training Role playing and behavior modeling Case study Simulation Self-study and programmed learning Laboratory training Action learning 13 Source: Wherther & Davis .

2. fewer accidents.Training and Development evaluation 1. 4. such as lower turnover. or less absenteeism 14 Source: Wherther & Davis . The reactions by trainees to the training content and process The knowledge or learning acquired trough the training experience Changes in behavior that result from the training Measurable results or improvements in the individuals or the organization. 3.

the department reduces the company s dependence on hiring new workers. EEO. and Affirmative Action Employee Turnover 15 Source: Wherther & Davis . the job openings found trough HR planning are more likely to be filled internally. If employees are developed properly. Through the development of current employees.is growing concern to HR department. Related issues to Development of Human Resources:      Employee obsolescence International and domestic workforce diversity Technological change Development.HR Development The long-term development of human resources-as distinct from training for a specific job.

A comprehensive. ongoing basis. There is a commitment to invest the necessary resources. to provide sufficient time and money for training. training is part of the corporate culture. systematic approach to training exist. training and retraining are done at all levels on a continuous.Characteristic of Effective Training     Top management is committed to training and development. 16 Source: Cascio . Training is tied to business strategy and objectives and is linked to bottom-line results.

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