6.MSDM+Training+&+Develop

8/8/2019 6.MSDM+Training+&+Develop

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6. ORIENTATION, PLACEMENT DAN6. ORIENTATION, PLACEMENT DANTRAINING & DEVELOPMENTTRAINING & DEVELOPMENT

Fakultas EkonomiUniversitas Padjadjaran

Bandung2004


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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 inplacement decisions

Discuss the HR departments role in separation Explain how training and Development differ


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Placement VS Productivities Dissonance Reduction

Realistic Job Preview close the psychological gap between whatnewcomers expect and what they find. This difference between

what one anticipates and what one encounters is calledcognitive dissonance. If dissonance is too high, people takeaction. For new employees, that mean quitting.

New Employee Turnover

its very expensive, besides recruiting and selection expenses,the cost associated with creating new employee record in HRDepartment.

Exp: Bank Mandiri VS CitiBank cases

Source: Wherther & Davis


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Apply for Offshore in Irian Jaya


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Apply for Finance in Govs Bank

in Jakarta


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Orientation ProgramTo get socialization between new comer andcurrent employees and to discuss the current companyEnvironment and objectives.

Topic often covered in Employee Orientation Program Organizational issues

History, organization, layout of physical facilities, product line or serviceprovided, company policies and rules, e.t.c

Employee benefitsPay scales and paydays, vacations and holidays, rest breaks, training

and education benefits, counseling, retirement program, insurancebenefits, e.t.c

IntroductionsTo supervisor, to trainers, to coworkers, to employer counselor

Job dutiesJob location, job tasks, job safety requirements, overview of job, jobobjectives, relationship to other job



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Employees PlacementTypes of placement :

Promotions- merit-based promotions

- Seniority-based promotions

Transfer and demotions Job posting programs



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SeparationA separation is a decision that the individual and the

organization should part. It may be initiated by theemployer or the employee. Additionally, it may be

motivated by disciplinary, economic, business orpersonal reasons.

Temporary Leaves of Absence

Attrition (Cause of retirement or death)

Layoffs

Termination



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Preliminary steps in Preparing a training

and development program


Needsassessment

Evaluation

Evaluationcriteria

Training anddevelopmentobjectives

Learningprinciples

Programcontent

Actualprogram

Skills,knowledge,ability ofworkers


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Determining Training needs

What are theorganizations

goals ?

What behaviors arenecessary for each jobincumbent to complete his

or her arranged tasks?

What tasks mustbe completed to

achieve their

goals?

What deficiencies, ifany do incumbents

have in the skills,knowledge, orabilities required toexhibit thenecessary jobbehaviors?

Is there a need

for training ?

Source: De Cenzo & Robbins


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Principles of Learning Learning is enhanced when the learner is motivated

Learning requires feedback

Reinforcement increases the likelihood that a learnedbehavior will be repeated

Practices increases a learners performance

Learning begins rapidly, then plateaus

Learning must be transferable to the job

Source: De Cenzo & Robbins


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Training & Development

ApproachPemilihan 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



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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 learningSource: Wherther & Davis


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Training and Development

evaluation1. The reactions by trainees to the training

content and process

2. The knowledge or learning acquiredtrough the training experience

3. Changes in behavior that result from thetraining

4. Measurable results or improvements in theindividuals or the organization, such aslower turnover, fewer accidents, or lessabsenteeism



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HR DevelopmentThe long-term development of human resources-as distinct

from training for a specific job- is growing concern toHR department. Through the development of current

employees, the department reduces the companysdependence on hiring new workers. If employees aredeveloped properly, the job openings found trough HRplanning are more likely to be filled internally.

Related issues to Development of HumanResources:

Employee obsolescence

International and domestic workforce diversity

Technological change

Development, EEO, and Affirmative Action

Employee Turnover



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Characteristic of Effective

Training Top management is committed to training and

development; training is part of the corporate

culture. Training is tied to business strategy and

objectives and is linked to bottom-line results.

A comprehensive, systematic approach totraining exist; training and retraining are doneat all levels on a continuous, ongoing basis.

There is a commitment to invest the necessaryresources, to provide sufficient time andmoney for training.

Source: Cascio

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6.MSDM+Training+&+Develop