Chapter 16

Providing
Orientation and
Training

Training is important to continuous

improvement because of the
change that is taking place around
us. You need to be aware of that
change, and you need to be
continually growing to adapt to it.
—Peter Kortier, plant training
leader, Libbey, Inc.

McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
 Learning Objectives
1. Summarize reasons for conducting an
orientation for new employees.
2. Discuss how a supervisor and the human
resources department can work together to
conduct an orientation.
3. Identify methods for conducting an
orientation.
4. Describe the training cycle.

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 Learning Objectives (cont.)
5. Explain how supervisors can decide when
employees need training.
6. Define major types of training.
7. Describe how a supervisor can use
coaching and mentoring to support training.
8. Discuss how a supervisor can evaluate the
effectiveness of training.

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 Training

Training
– Increasing the skills that will enable
employees to better meet the organization’s
goals

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 Orientation of New Employees

Orientation
– the process of giving new employees the
information they need to do their work
comfortably, effectively, and efficiently.
 Supervisors must ensure that their employees
begin their jobs with all the information they
need.

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 Benefits of Orientation

 Communicates basic job-related information to

employees so they can become productive
sooner
 Reduces employee nervousness and
uncertainty
 Encourages employees to develop a positive
attitude
 Can strengthen positive work relationships

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 The Supervisor’s Role

In a small organization, supervisors often

are responsible for conducting orientation.

Large organizations usually have a formal

orientation program conducted by human
resources.
– Supervisors must still convey information
about job specifics.

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 Orientation Topics

Organization policies and procedures

Tax and insurance forms
Job particulars
How departmental activities lead to
organizational goals

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 Orientation Topics (cont.)

Instructions on how to perform the job

How the employee’s job contributes to
meeting department and organizational
objectives

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 Sample Checklist for Orientation
Figure 16.2

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 Orientation Methods

 Employee
handbook
 Tour of the facilities
 Involvement of co-
workers
 Follow-up

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 Orientation Methods

Employee handbook
– A document that describes an organization’s
conditions of employment, policies regarding
employees, administrative procedures, and
related matters

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 The Training Cycle
Figure 16.3

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 The Training Cycle

Assessment of training needs

Planning steps:
– Set objectives that are written, measurable,
clear, specific, and challenging but achievable
– Decide who will participate
– Choose training methods
Implementation
Evaluation
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 Use of Various Training Methods
Figure 16.4

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 Assessment of Training Needs

To identify training needs

– Observe problems in the department that
suggest a need for training.
– Evaluate areas of change, considering what
new knowledge and skills employees will
need.
– Ask employees.
– Consider needs during departmental
planning.

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 Assessment of Training
Needs (cont.)
Mandatory training
– Government regulations
– Union work rules
– Company policy
Learning environment
– Foster a climate that values learning
– Set a good example
– Share information

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 Types of Training
Figure 16.5

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 Types of Training

 On-the-job training  Classroom training

 Apprenticeship  Computer-based
 Cross-training instruction
 Vestibule training  Role playing
 Basic-skills training

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 Types of Training

On-the-job training
– Teaching a job while trainer and trainee
perform the job at the work site
Apprenticeship
– Training that involves working alongside an
experienced person, who shows the
apprentice how to do the various tasks
involved in a job or trade

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 Types of Training

 Vestibule training  Interactive

– Training that takes multimedia
place on equipment – Computer software
set up in a special that brings together
area off the job site sound, video,
graphics, animation,
and text and adjusts
content on the basis
of user responses

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 10 Major Advantages of E-Learning
Table 16.1

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 Types of Training

Role-playing
– A training method in which roles are assigned
to participants, who then act out the way they
would handle a specific situation

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 Coaching to Support Training

Coaching
– Guidance and instruction in how to do a job
so that it satisfies performance goals.
 As a coach, supervisors engage in:
– Regular observation
– Teaching
– Encouragement

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 The Coaching Process
Figure 16.6

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 Mentoring

Mentoring
– Providing guidance, advice, and
encouragement through an ongoing one-on-
one work relationship.
– For employees who have great potential,
need extra attention and have specifically
been assigned to the supervisor

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 Mentoring Activities

Act as a sounding board

Share knowledge and experience
Guide employees to discover the results
of their own behavior
Share organizational opportunities

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 Evaluation of Training

 Was the trainer well prepared?

 Did the trainer communication the information
clearly and in an interesting way?
 Did the training include visual demonstrations in
addition to verbal descriptions of how to do the
task?

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 Evaluation of Training (cont.)

 Were the employees well enough prepared for

the training program?
 Did the employees understand how they would
benefit from the training?
 Did employees have a chance to ask
questions?
 Did the employees receive plenty of praise for
their progress?

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