- Employee orientation: a procedure for providing new employees with basic background info about the firm.

- Employee orientation purposes: make the new employee feel welcome and part of the team - make sure the new
employee has the basic info to function effectively, such as e-mail access and personnel benefits - help the new
employee understand the organization in a broad sense (its past, present, culture, vision) - start socializing the
person into the firm's culture.
- The orientation process: The HR specialist performs orientation by:
1- explaining matters as working benefits 2- explaining the department's organization 3- introducing the person
to his new colleagues 4- familiarizing him with the workplace and encourage him to engage in activities
- At a minimum, an orientation should provide info such as employee benefits, personnel policies, safety measures
and regulations and a facilities tour.
- The training process:
1- training: the process of teaching new or current employees the basic skills they need to perform their jobs as
showing new salespeople how to sell a product
- Training is a hallmark of good management. Employers today must make sure that their training programs are
supporting their firms’ strategic goals. It also reduces an employer’s exposure to negligent training liability.
- The 5-Step Training Process: analyze the training need (needs analysis) – design the overall training program
(instructional design) – develop the course (actually creating the training materials) – implement training (by
actually training the employee group using a certain method) – evaluate the course's effectiveness.
- 1- Analyzing training needs:
1- task analysis (Assessing new employees’ training needs): a detailed study of a job to identify the specific skills
required. It's used with lower-level workers to give these new employees the skills they need to do the job like
interviewing (in the case of a supervisor.). For task analysis, job description and job specification are important as
they list the job's duties and skills which are the basic points in determining the training required. Managers also
know training needs by reviewing performance standards, performing the job and questioning current employees.
2- performance analysis (Assessing current employees’ training needs): the process of verifying that there's a
performance deficiency and determining whether that deficiency should be corrected through training or other
ways (as transferring the employees)
- Methods for identifying training needs: performance appraisals - job-related performance data ( including
productivity, absenteeism and customer complaints) - observations - employee interviews - tests of things as job
skills - attitude surveys - individual diaries - assessment center results - special performance analytical software)
- Can't DO/ Won't DO:
1- Can't do: it's for specific causes. For example, the employees don't know what to do because there are problems
in the system such as lack of tools or there's no job aids so you've hired people who haven't the skills to do the job
or there's inadequate training.
2- Won't do: here employees could do a good job if they wanted to. The solution may be to change the incentives.
- Implement training: the training methods are on-the-job training – of-the-job training – other techniques
- On-the-job training: training a person to learn a job while working on it. Every employee should get it. Its
advantages include: Inexpensive - learn by doing - Immediate feedback
- Types of OJT: coaching or understudy method – job rotation – special assignments – Action learning:
1- coaching: here, an experienced worker or the trainee's supervisor trains the employee by observing the
supervisor or having him the employees the work, step by step.
2- job rotation: when an employee (usually a management trainee) moves from job to job at planned intervals
3- Special assignment: give lower-level executives firsthand experience in working on actual problems
4- Action learning: a training technique by which management trainees are allowed to work full-time analyzing
and solving problems in other departments. It includes carefully selected team members, assigning the teams real
business problems that extend beyond their areas of expertise and providing learning (through coaching).

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- Steps to help ensure OJT success:
1- prepare the learner: explain the reasons, create interest and explain the job
2- present the operation: explain quality requirements and go through the job
3- do a tryout: have the learner go through the job and do it
4- follow-up: decrease supervision and compliment good work
- Other techniques:
1- Apprenticeship training: structured process by which employees become skilled through a combination of
classroom instructions and on the job training.
2- Informal learning: performing jobs while interacting with colleagues. Employers can facilitate it by making
work-related discussions including everything related to the job details.
3- Job Instruction Training: Listing each job’s basic tasks with key points to provide step-by step training for
employees. First, list the job's steps (to show trainees what to do). Then list a corresponding key point beside each
step (to show how work to be done)
4- Lectures: a quick and simple way to present knowledge to large groups of trainees. To a present a lecture, you
must speak only about what you know well, maintain eye contact with the audience and give your listeners signals
5- programmed learning: a systematic method for teaching job skills involving presenting questions or facts,
allowing the person to respond and giving the learner immediate feedback on the accuracy of his answers. This
method advantages include: reduce training time - facilitate the learning process - get immediate feedback
6- Behavior modeling: Training technique in which the trainees are first shown a good management techniques
in a film, are asked to play roles in a simulated situation and are then given feedback and praise by the supervisor.
The basic procedure is as follows:
(1) modeling: trainees watch examples showing models behaving effectively in a problem situation
(2) role-playing: the trainees get roles to play in a simulated situation
(3) social reinforcement: by praise and constructive feedback
(4) transfer of training: trainees are encouraged to apply their new skills when they're back on their jobs
7- Audiovisual-Based Training: by using DVDs, films and PowerPoint and it's still popular
8-Vestibule Training: trainees learn on the actual equipment but are trained off the job so it's a necessary when
it's too costly or dangerous to train employees on the job like training pilots.
9- EPSS: Set 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. Performance support systems are modern job aids. Job aids are sets of instructions, diagrams
available at the job to guide the worker.
10-Videoconferencing: delivering programs over broadband lines, the internet or satellite with another technology
11- Simulated Learning: means different things to different people by using computerized simulations to inject
realism into the training. Its advantages include: too expensive to create, but for large companies the cost per
employee is usually reasonable - reduce learning time - mastery of learning - increased motivation.
12- Mobile learning: many employers distribute training via mobile devices. It means delivering learning content
via mobile devices as cell phones, laptops and tablets like Apple’s Siri Voice recognition system.
- Off-the-job management training and development techniques:
1- The case study method: a development method in which the manager is presented with a written description
of an organizational problem to diagnose and solve. It has trainees solve problems after studying written or video
case descriptions; the person then analyzes the case and presents his solution in a discussion.
2- Management game: a development method in which teams of managers compete by making computerized
decisions about realistic but simulated situations. Its raises trainee’s communication skills, helps them to better
manage the information flow between individuals and teams and Improves planning and problem solving.
3- Outside seminars: many companies and universities offer web-based and traditional classroom management

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 development seminars and conferences.
4- University-related programs: many universities provide executive education and continuing education
programs in leadership and supervision. The programs use cases and lectures to provide management skills.
5- Role playing: a training technique in which trainees act out parts in a realistic management situation. The aim
is to develop trainees' skills in leadership.
6- Corporate universities (in-house development center): a company-based method for exposing prospective
managers to realistic exercises to develop improved management skills such as IBM. Employers collaborate with
academic institutions to create training programs and materials for their centers.
7- Executive coaches: an outside consultant who questions the executive's associates to identify the executive's
strengths and weaknesses and then counsels the executive so he can capitalize on those strengths and overcome
the weaknesses.
- Evaluating the Training Effort: There are 2 basic issues to address when evaluating training programs. The first is
the design of the evaluation study and, in particular, whether to use controlled experimentation. The second issue
is of “What should we measure?”
- Designing the evaluation study:
1- Time series design is an option to know if the training caused the results that we’re trying to reach or not. Here
you take a series of performance measures before and after the training program. This can provide some insight
into the program's effectiveness.
2- Controlled experimentation: formal methods for testing the effectiveness of a training program, preferably
with before-and-after tests and a control group. This makes it easier to determine the extent to which any change
in the training group's performance resulted from the training, rather than from any organizational change.
- Choosing Which Training Effects to Measure: the manager can measure 4 basic categories of training effects:
(1) Reaction of trainees to the program: did they like the program or not?
(2) learning: test the trainees to determine whether they learned the skills they were supposed to learn
(3) Behavior: to know if the trainees' on-the-job behavior changed because of the training program
(4) Results achieved as a result of the training: for example, did the number of customer complaints decrease?
- Reactions, learning and behavior are important. But if the training program doesn't produce performance-related
results, then it probably hasn't achieved its goals.
- Compensation system: the total pack of rewards that organizations provide to individuals in return for their labor
- Wages: compensation in the form of money paid for time worked
- Salaries: compensation in the form of money paid for discharging the responsibilities of a job
- Incentive programs: special compensation program designed to compensate high performers
- Individual incentives:
1- Bonus: individual performance incentive in the form on a special payment made over and above the
employees’ salary in sales jobs
2- Merit salary system: individual incentive linking compensation to performance in non-sales jobs
3- Pay for performance: individual incentive that rewards a manager for especially productive output
- Company-wide incentives:
1- Profit sharing: incentive plan for distributing incentives to employees when a company profits rise above a
certain level
2- Gain-sharing plans: incentive plan that rewards groups for productivity improvements (Efficiency)
3- Pay for knowledge plans: incentive plan to encourage employees to learn new skills or become proficient at
different jobs
- Benefits: compensation other than wages and salaries such as worker’s insurance and retirement plans
- Cafeteria benefits plan: benefit plan that sets limits on benefits per employee, each of whom may choose from a
variety of alternative benefits