GROUP # 2

BATOOL KAZIM (20191-25585)

ORIENTATION AND MUHAMMAD HASSAAN BIN KHALID (20191-25213)

TRAINING & TAMSEEN SAYANI (20191-25431

DEVELOPMENT OF RAHEELA PARVEEN (20202-26939)

EMPLOYEES MURTAZA IQBAL (20181-23492)

MUHAMMAD BILAL (20181-23703)

SOCIALIZATION

• Process of adaptation, adjustment, making arrangements

for setting one employee in the organizational
environment.

• Refers to the adaptation that takes place when an

individual passes from outside the organization to role of
an inside member.
ASSUMPTIONS OF
EMPLOYEE SOCIALIZATION
 Socialization strongly influences employee performance and
organizational stability

 New members suffer from anxiety

 Socialization does not occur in a vacuum

 Individuals adjust to new situations in remarkably similar ways.

THE SOCIALIZATION
PROCESS
PRE ARRIVAL STAGE
Recognizes that individuals arrive in an organization with a set of organizational
values, attitudes, and expectations.

ENCOUNTER STAGE
Where individuals confront the possible dichotomy between their organizational
expectations and reality.

METAMORPHOSIS STAGE
During which the new employee must work out inconsistencies discovered during the
encounter stage.
THE ORIENTATION
PROCESS
• Basic matters like working hours, benefits, and vacations

• Introducing new employee to his or her new supervisor.

• New employees should receive (and sign for) print or

internet-based employee handbooks covering matters like
these.
THE EMPLOYEE
HANDBOOK
• Employees a central source for such useful information as what
the company is about.

• Employee gets to learn about the company and what it provides

for them.

• Helps an employee in understanding company’s culture.

ORIENTATION TECHNOLOGY

• To support the orientation

• Example:
some employers put all or some of their orientation media
on the web.
THE CEO’S ROLE IN
ORIENTATION

• Having the CEO present from day one, addressing

new employees, helps allay those fears.

• The CEO’s first responsibility is to welcome new

employees aboard and talk to them about what a
good job choice they made.
HRM’S ROLE IN
ORIENTATION
• HRM should instruct the new employee when to report to
work.

• HRM must be prepared to handle routine needs of these

individuals

• More proactive organizations prepare a package for new

employees. this
OVERVIEW OF THE
TRAINING PROCESS
THE ADDIE FIVE-STEP TRAINING PROCESS
 Analyse the training need.
 Design the overall training program.
 Develop the course (actually assembling/creating the training materials).
 Implement training, by actually training the targeted employee group using
methods such as on-the-job or online training.

 Evaluate the course s effectiveness.

 CONDUCTING THE
TRAINING NEEDS ANALYSIS
• Strategic training needs analysis
• Current training need analysis
• Task analysis: analysing new employees training needs
• Performance analysis: analysing current employees training needs
Job-related performance data (including productivity, absenteeism)
observations by supervisors
interviews with the employee
tests of things like job knowledge, skills, and attendance
attitude surveys
DESIGNING THE
TRAINING PROGRAM
SETTING LEARNING OBJECTIVES :

The learning objectives must be practical, given the constraints.

The learning objectives you choose should address rectifying the

performance deficiencies that you identified with needs analysis.

For example: if the sales team’s sale are 40% too low, the objective
should focus on ensuring they get knowledge, skills and attitude
they need to boost sales.
CREATING A MOTIVATIONAL
LEARNING ENVIRONMENT:
Learning requires both ability and motivation.

The training program’s learning environment should take both into

account.

In terms of ability the learner-trainee needs the required reading,

writing skills and the educational level, intelligence and knowledge.

Second, the learner must also be motivated to learn the material. they
can be motivated through by valuing and supporting their effort.
MAKING THE LEARNING
MEANINGFUL:
• Learners are always more motivated to learn something that has
meaning for them. therefore:

• At the start of training, provide a bird’s-eye view of the material

that you are going to present. for exam : show why it’s
important.

• Use a variety of familiar examples.

• Use as many visual aids as possible.
• Organise the information so you can present it logically and in
meaningful units.
MAKING SKILLS TRANSFER
OBVIOUS AND EASY 
• Maximize the similarity between the training situation and
the work situation.

• Provide adequate practice.

• Trainees learn best at their own pace. if possible, let them
pace themselves.
REINFORCING THE
LEARNING
Make sure the learner gets plenty of feedback. in particular:

Trainees learn best when the trainers immediately reinforce

correct responses, perhaps with a quick “well done”

Provide follow-up assignments at the close of training. so

trainers are reinforced by having to apply back on the job
what they’ve learned.
DEVELOPING OF
TRAINING PROGRAM
• Creating the programs training
• Content and materials
• Specific instructional methods (lectures, cases, web-
based, etc.)
• Training equipment and materials including ipads,
workbooks, lectures, powerpoint slides, web- and
computer-based activities, course activities, trainer
resources (manuals, for instance), and support materials.
IMPLEMENTING OF
TRAINING PROGRAM
• ON-THE-JOB TRAINING (OJT).
Means having a person learn a job by actually doing it.
• THE OJT PROCESS
• Step 1: Prepare the learner
• Step 2: Present the operation
• Step 3: Do a tryout
• Step 4: Follow-up
IMPLEMENTING OF TRAINING PROGRAM

• Apprenticeship training • Audiovisual-based training

• Informal learning • Vestibule training
• Informal learning • Videoconferencing
• Job instruction training. (safety or work • Computer-based training (cbt)
order)
• Simulated learning
• Lectures
• Programmed learning
EVALUATING THE
EFFECTIVENESS OF TRAINING
KIRKPATRICK’S MODEL
Evaluates the benefits of training for skills that are hard to quantify,
such as attitudes and behaviours
This is a four-level approach

level one measures the reactions of the participants

level two measures how much the participants learned
level three measures whether the training actually changes the
employee’s behaviour

level four measures whether the training benefited the employer or

not.
PERFORMANCE BASED
EVALUATION MEASURE

• Post training performance method

• Pre-post training performance method
• Pre post training performance with control group method
ORGANIZATION DEVELOPMENT
The part of HRM that addresses systemwide change in the
organization

• Change Agents
Individual responsible for fostering the change effort and
assisting employees in adapting to changes.
OD TECHNIQUES
• Survey technique
• Process consultation
• Inter Group development
THANK YOU