Chapter 11 The Supervisor and Employee Recruitment, Selection, Orientation, and Training

Chapter 11 The Supervisor and Employee Recruitment, Selection,

Orientation, and Training

Chapter 11 The Supervisor and Employee Recruitment, Selection,

Orientation, and Training

Chapter 12/The Supervisor and Employee Recruitment, Selection, Orientation, and TrainingHilgert & Leonard © 2001

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1.1. Discuss the staffing function and describe the Discuss the staffing function and describe the roles of the human resources staff and roles of the human resources staff and supervisors.supervisors.

2. 2. Explain how the supervisor prepares to fill job Explain how the supervisor prepares to fill job openings and why job descriptions and job openings and why job descriptions and job specifications are critical to this task.specifications are critical to this task.

3.3. Discuss the selection process and the use of Discuss the selection process and the use of directive and nondirective interviewing in the directive and nondirective interviewing in the process.process.

1.1. Discuss the staffing function and describe the Discuss the staffing function and describe the roles of the human resources staff and roles of the human resources staff and supervisors.supervisors.

2. 2. Explain how the supervisor prepares to fill job Explain how the supervisor prepares to fill job openings and why job descriptions and job openings and why job descriptions and job specifications are critical to this task.specifications are critical to this task.

3.3. Discuss the selection process and the use of Discuss the selection process and the use of directive and nondirective interviewing in the directive and nondirective interviewing in the process.process.

After studying this chapter, you will be able to:After studying this chapter, you will be able to:


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4.4. Describe how the supervisor should prepare Describe how the supervisor should prepare for and conduct an effective selection for and conduct an effective selection interview.interview.

5. 5. Explain the hiring decision and the Explain the hiring decision and the importance of documentation.importance of documentation.

6.6. Identify the characteristics of an effective Identify the characteristics of an effective orientation program.orientation program.

7.7. Explain approaches to training and the Explain approaches to training and the supervisor’s role in employee development.supervisor’s role in employee development.

4.4. Describe how the supervisor should prepare Describe how the supervisor should prepare for and conduct an effective selection for and conduct an effective selection interview.interview.

5. 5. Explain the hiring decision and the Explain the hiring decision and the importance of documentation.importance of documentation.

6.6. Identify the characteristics of an effective Identify the characteristics of an effective orientation program.orientation program.

7.7. Explain approaches to training and the Explain approaches to training and the supervisor’s role in employee development.supervisor’s role in employee development.

After studying this chapter, you will be able to:After studying this chapter, you will be able to:


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THE STAFFING FUNCTIONTHE STAFFING FUNCTION

Management of human resourcesresources is the supervisor’s most important activity, and it depends upon staffing.

Managers and human resource departments must balance their authority.

Management of human resourcesresources is the supervisor’s most important activity, and it depends upon staffing.

Managers and human resource departments must balance their authority.

Supervisors who follow human resources’ advice are still accountable for the outcomes of their decisions.

Supervisors who follow human resources’ advice are still accountable for the outcomes of their decisions.

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Since supervisors depend on employees for results, they must make certain there are enough well-trained employees available to fill all positions.

Since supervisors depend on employees for results, they must make certain there are enough well-trained employees available to fill all positions.

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Determining the need for employees: Continually determine the department’s need for employees, both in number and job position.

Developing job descriptions and job specifications: Ask employees to write down the tasks they perform during a time period to help develop a job description. The supervisor should periodically evaluate, modify, or reassign each job description.

Determining the need for employees: Continually determine the department’s need for employees, both in number and job position.

Developing job descriptions and job specifications: Ask employees to write down the tasks they perform during a time period to help develop a job description. The supervisor should periodically evaluate, modify, or reassign each job description.

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HOW TO DEVELOP JOB DESCRIPTIONSHOW TO DEVELOP JOB DESCRIPTIONSHOW TO DEVELOP JOB DESCRIPTIONSHOW TO DEVELOP JOB DESCRIPTIONS

Step 1. Prepare a questionnaire to be sent to housekeeping employees and their supervisors, asking what they feel are the major functions and subfunctions that must be performed to do their job effectively.

Step 2. Have several higher-level managers who are interested in the housekeeping list what functions they feel should and should not be performed by housekeepers.

Step 1. Prepare a questionnaire to be sent to housekeeping employees and their supervisors, asking what they feel are the major functions and subfunctions that must be performed to do their job effectively.

Step 2. Have several higher-level managers who are interested in the housekeeping list what functions they feel should and should not be performed by housekeepers.

The following steps were developed for the preparation of a job The following steps were developed for the preparation of a job description for the position of housekeeper in a hospital.description for the position of housekeeper in a hospital.

The following steps were developed for the preparation of a job The following steps were developed for the preparation of a job description for the position of housekeeper in a hospital.description for the position of housekeeper in a hospital.

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Step 3. Find out from others in the organization what they believe should be and should not be the functions of a housekeeper.

Step 4. Tabulate the results of the three sources given above.

Step 5. Reconcile the differences of the three viewpoints with the objectives of your organization, and prepare a detailed list of activities to be performed.

Step 6. Classify activities as major and minor activities.

Step 3. Find out from others in the organization what they believe should be and should not be the functions of a housekeeper.

Step 4. Tabulate the results of the three sources given above.

Step 5. Reconcile the differences of the three viewpoints with the objectives of your organization, and prepare a detailed list of activities to be performed.

Step 6. Classify activities as major and minor activities.

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Step 7. Determine what each housekeep needs to know, what qualifications are necessary to perform designated activities, and specifically why each activity is to be performed.

Step 8. Submit the results of Steps 5 to 7 to a committee of housekeepers and supervisors for discussion and recommendations. You may find that you have asked employees to do more than could reasonably be accomplished. Revise and finalize the job description and job specification.

Step 7. Determine what each housekeep needs to know, what qualifications are necessary to perform designated activities, and specifically why each activity is to be performed.

Step 8. Submit the results of Steps 5 to 7 to a committee of housekeepers and supervisors for discussion and recommendations. You may find that you have asked employees to do more than could reasonably be accomplished. Revise and finalize the job description and job specification.

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Step 9. Periodically—at least annually—review and revise the job description, following the 8 steps listed, when you feel that changes in products, equipment, the economic climate, or service demands necessitate a change in the job to be performed.

Step 9. Periodically—at least annually—review and revise the job description, following the 8 steps listed, when you feel that changes in products, equipment, the economic climate, or service demands necessitate a change in the job to be performed.

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FILLING JOB OPENINGSFILLING JOB OPENINGS

Determining how many to hire: Determining how many to hire:

Before requesting additional help, make Before requesting additional help, make sure that existing employees are being sure that existing employees are being utilized fully and that additional help is utilized fully and that additional help is necessary and within the budget.necessary and within the budget.

Determining how many to hire: Determining how many to hire:

Before requesting additional help, make Before requesting additional help, make sure that existing employees are being sure that existing employees are being utilized fully and that additional help is utilized fully and that additional help is necessary and within the budget.necessary and within the budget.

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Assistance in recruitment and selection:Assistance in recruitment and selection:

The human resources department The human resources department is usually asked to recruit qualified is usually asked to recruit qualified applicants for open positions. Once the applicants for open positions. Once the applicants have been screened, they are applicants have been screened, they are referred to the supervisor with the open referred to the supervisor with the open position.position.

Assistance in recruitment and selection:Assistance in recruitment and selection:

The human resources department The human resources department is usually asked to recruit qualified is usually asked to recruit qualified applicants for open positions. Once the applicants for open positions. Once the applicants have been screened, they are applicants have been screened, they are referred to the supervisor with the open referred to the supervisor with the open position.position.

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Supervisors interview and decide:Supervisors interview and decide:

The departmental supervisor should have The departmental supervisor should have the most say in making the final decision the most say in making the final decision for hiring a candidate for a job. for hiring a candidate for a job. Selection criteriaSelection criteria and laws protecting and laws protecting various classes of people should all be various classes of people should all be considered in selecting the final candidate.considered in selecting the final candidate.

Supervisors interview and decide:Supervisors interview and decide:

The departmental supervisor should have The departmental supervisor should have the most say in making the final decision the most say in making the final decision for hiring a candidate for a job. for hiring a candidate for a job. Selection criteriaSelection criteria and laws protecting and laws protecting various classes of people should all be various classes of people should all be considered in selecting the final candidate.considered in selecting the final candidate.

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THE SELECTION PROCESSTHE SELECTION PROCESS

SelectionSelection is the process of screening is the process of screening applicants to choose the best person applicants to choose the best person for the job.for the job.

The employee selection The employee selection interview is often the interview is often the most important part most important part of the process.of the process.

SelectionSelection is the process of screening is the process of screening applicants to choose the best person applicants to choose the best person for the job.for the job.

The employee selection The employee selection interview is often the interview is often the most important part most important part of the process.of the process.

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GOALS OF THE INTERVIEWGOALS OF THE INTERVIEW3

GOALS OF THE APPLICANTGOALS OF THE APPLICANT

1.1.To obtain information about the job.To obtain information about the job.

2.2.To obtain information about the To obtain information about the organization.organization.

3.3.To determine whether the job matches his To determine whether the job matches his or her needs.or her needs.

4.4.To determine whether he or she wants it.To determine whether he or she wants it.

5.5.To communicate important information To communicate important information about himself/herself.about himself/herself.

6.6.To favorably impress the employer (the To favorably impress the employer (the interviewer).interviewer).

GOALS OF THE APPLICANTGOALS OF THE APPLICANT

1.1.To obtain information about the job.To obtain information about the job.

2.2.To obtain information about the To obtain information about the organization.organization.

3.3.To determine whether the job matches his To determine whether the job matches his or her needs.or her needs.

4.4.To determine whether he or she wants it.To determine whether he or she wants it.

5.5.To communicate important information To communicate important information about himself/herself.about himself/herself.

6.6.To favorably impress the employer (the To favorably impress the employer (the interviewer).interviewer).


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GOALS OF THE INTERVIEWGOALS OF THE INTERVIEW3

GOALS OF THE EMPLOYER GOALS OF THE EMPLOYER (THE (THE INTERVIEWER)INTERVIEWER)

7.7.To promote the organizationTo promote the organization

8.8.To attract the best possible applicant.To attract the best possible applicant.

9.9.To gather information about the applicant.To gather information about the applicant.

10.10. To assess how well the applicant’s To assess how well the applicant’s qualifications match the job requirements.qualifications match the job requirements.

11.11. To determine whether the applicant will fit in To determine whether the applicant will fit in with the organization and other employees.with the organization and other employees.

GOALS OF THE EMPLOYER GOALS OF THE EMPLOYER (THE (THE INTERVIEWER)INTERVIEWER)

7.7.To promote the organizationTo promote the organization

8.8.To attract the best possible applicant.To attract the best possible applicant.

9.9.To gather information about the applicant.To gather information about the applicant.

10.10. To assess how well the applicant’s To assess how well the applicant’s qualifications match the job requirements.qualifications match the job requirements.

11.11. To determine whether the applicant will fit in To determine whether the applicant will fit in with the organization and other employees.with the organization and other employees.


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Basic Approaches to Basic Approaches to InterviewingInterviewing


Directive InterviewDirective Interview——Interviewer guides the Interviewer guides the discussion with a predetermined outline discussion with a predetermined outline and objectives in mind. The interviewer and objectives in mind. The interviewer covers the same topics with each applicant, covers the same topics with each applicant, then expands on related areas. then expands on related areas.

Directive InterviewDirective Interview——Interviewer guides the Interviewer guides the discussion with a predetermined outline discussion with a predetermined outline and objectives in mind. The interviewer and objectives in mind. The interviewer covers the same topics with each applicant, covers the same topics with each applicant, then expands on related areas. then expands on related areas.

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Nondirective InterviewNondirective Interview——Encourages Encourages interviewee to talk freely and in depth. This interviewee to talk freely and in depth. This approach leads to great flexibility, but is approach leads to great flexibility, but is more difficult and time-consuming to more difficult and time-consuming to conduct.conduct.

Supervisors may want to use a blend of both Supervisors may want to use a blend of both directive and nondirective techniques to directive and nondirective techniques to obtain the most helpful information.obtain the most helpful information.

Nondirective InterviewNondirective Interview——Encourages Encourages interviewee to talk freely and in depth. This interviewee to talk freely and in depth. This approach leads to great flexibility, but is approach leads to great flexibility, but is more difficult and time-consuming to more difficult and time-consuming to conduct.conduct.

Supervisors may want to use a blend of both Supervisors may want to use a blend of both directive and nondirective techniques to directive and nondirective techniques to obtain the most helpful information.obtain the most helpful information.

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PREPARING FOR AND CONDUCTING AN PREPARING FOR AND CONDUCTING AN EFFECTIVE SELECTION INTERVIEWEFFECTIVE SELECTION INTERVIEW


The supervisor must know what can be and The supervisor must know what can be and should not be asked during an interview.should not be asked during an interview.

• • Be careful not to ask questions that may be Be careful not to ask questions that may be discriminatory or in violation of laws and discriminatory or in violation of laws and regulations.regulations.

• • Asking questions not directly related to the Asking questions not directly related to the applicant’s ability to perform the job, or applicant’s ability to perform the job, or asking some questions selectively, could be asking some questions selectively, could be considered discriminatory and in violation considered discriminatory and in violation of federal law.of federal law.

The supervisor must know what can be and The supervisor must know what can be and should not be asked during an interview.should not be asked during an interview.

• • Be careful not to ask questions that may be Be careful not to ask questions that may be discriminatory or in violation of laws and discriminatory or in violation of laws and regulations.regulations.

• • Asking questions not directly related to the Asking questions not directly related to the applicant’s ability to perform the job, or applicant’s ability to perform the job, or asking some questions selectively, could be asking some questions selectively, could be considered discriminatory and in violation considered discriminatory and in violation of federal law.of federal law.

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Consider the Influence of Equal EmploymentConsider the Influence of Equal EmploymentConsider the Influence of Equal EmploymentConsider the Influence of Equal Employment

Selection criteria should pass the “Selection criteria should pass the “OUCHOUCH” ” test:test:

OObjectivebjectiveUUniform in Applicationniform in ApplicationCConsistent in Effectonsistent in EffectHHas Job Relatednessas Job Relatedness

Selection criteria should pass the “Selection criteria should pass the “OUCHOUCH” ” test:test:

OObjectivebjectiveUUniform in Applicationniform in ApplicationCConsistent in Effectonsistent in EffectHHas Job Relatednessas Job Relatedness

When a criterion does not meet the consistency When a criterion does not meet the consistency standard, the burden of proof is on the employer to standard, the burden of proof is on the employer to

demonstrate that it is job related.demonstrate that it is job related.

When a criterion does not meet the consistency When a criterion does not meet the consistency standard, the burden of proof is on the employer to standard, the burden of proof is on the employer to

demonstrate that it is job related.demonstrate that it is job related.

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• Review the applicants’ backgroundsReview the applicants’ backgrounds

• Check backgrounds adequatelyCheck backgrounds adequately

• Prepare key questionsPrepare key questions

• Use a conducive physical settingUse a conducive physical setting

• Review the applicants’ backgroundsReview the applicants’ backgrounds

• Check backgrounds adequatelyCheck backgrounds adequately

• Prepare key questionsPrepare key questions

• Use a conducive physical settingUse a conducive physical setting


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Opening the interview:Opening the interview: Make the applicant feel at Make the applicant feel at ease by opening with informal conversation or ease by opening with informal conversation or social amenities, social amenities, but avoid excessive but avoid excessive informality. Move informality. Move to the interview to the interview after a few minutes.after a few minutes.

Opening the interview:Opening the interview: Make the applicant feel at Make the applicant feel at ease by opening with informal conversation or ease by opening with informal conversation or social amenities, social amenities, but avoid excessive but avoid excessive informality. Move informality. Move to the interview to the interview after a few minutes.after a few minutes.


Conducting the Employee Selection InterviewConducting the Employee Selection InterviewConducting the Employee Selection InterviewConducting the Employee Selection Interview

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Explaining the job:Explaining the job: Discuss details of the job, Discuss details of the job, working conditions, wages, benefits, and other working conditions, wages, benefits, and other relevant factors. relevant factors. •• A A realistic organizational preview (ROP)realistic organizational preview (ROP) includes includes

sharing complete information about the sharing complete information about the organization. organization.

•• A A realistic job preview (RJP)realistic job preview (RJP) informs informs applicants applicants

about the desirable as well as undesirable about the desirable as well as undesirable aspects of the job.aspects of the job.

Explaining the job:Explaining the job: Discuss details of the job, Discuss details of the job, working conditions, wages, benefits, and other working conditions, wages, benefits, and other relevant factors. relevant factors. •• A A realistic organizational preview (ROP)realistic organizational preview (ROP) includes includes

sharing complete information about the sharing complete information about the organization. organization.

•• A A realistic job preview (RJP)realistic job preview (RJP) informs informs applicants applicants

about the desirable as well as undesirable about the desirable as well as undesirable aspects of the job.aspects of the job.



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Questioning effectively:Questioning effectively: Do not repeat Do not repeat information already found on the application information already found on the application but rephrase to probe for further information. but rephrase to probe for further information. Some questions may not be directly job-Some questions may not be directly job-related but are nevertheless appropriate, related but are nevertheless appropriate, such as questions about a desired salary such as questions about a desired salary level.level.

Questioning effectively:Questioning effectively: Do not repeat Do not repeat information already found on the application information already found on the application but rephrase to probe for further information. but rephrase to probe for further information. Some questions may not be directly job-Some questions may not be directly job-related but are nevertheless appropriate, related but are nevertheless appropriate, such as questions about a desired salary such as questions about a desired salary level.level.



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Taking notes:Taking notes: It is important to have a written It is important to have a written record of the interview, especially with a record of the interview, especially with a large number of applicants. large number of applicants.

Taking notes:Taking notes: It is important to have a written It is important to have a written record of the interview, especially with a record of the interview, especially with a large number of applicants. large number of applicants.



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Avoid pitfalls in interviewing and evaluation:Avoid pitfalls in interviewing and evaluation: The chief problem in employee selection is The chief problem in employee selection is interpreting the applicant’s information. Control interpreting the applicant’s information. Control personal biases, avoid generalizations, and do not personal biases, avoid generalizations, and do not fall prey to the “halo” or “horns” effect.fall prey to the “halo” or “horns” effect.

Halo or horns effectHalo or horns effect—Basing an impression of —Basing an impression of an individual on partial information and using that an individual on partial information and using that limited impression as a primary influence in rating limited impression as a primary influence in rating all other factors.all other factors.

favorably (halo effect)favorably (halo effect) unfavorably (horns effect) unfavorably (horns effect)

Avoid pitfalls in interviewing and evaluation:Avoid pitfalls in interviewing and evaluation: The chief problem in employee selection is The chief problem in employee selection is interpreting the applicant’s information. Control interpreting the applicant’s information. Control personal biases, avoid generalizations, and do not personal biases, avoid generalizations, and do not fall prey to the “halo” or “horns” effect.fall prey to the “halo” or “horns” effect.

Halo or horns effectHalo or horns effect—Basing an impression of —Basing an impression of an individual on partial information and using that an individual on partial information and using that limited impression as a primary influence in rating limited impression as a primary influence in rating all other factors.all other factors.

favorably (halo effect)favorably (halo effect) unfavorably (horns effect) unfavorably (horns effect)


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Close the interview:Close the interview: Will applicant be hired on the Will applicant be hired on the spot? Will the decision be deferred? Will the applicant spot? Will the decision be deferred? Will the applicant be rejected? The interviewer should let the candidate be rejected? The interviewer should let the candidate know. The applicant should leave feeling he or she has know. The applicant should leave feeling he or she has been treated fairly.been treated fairly.

Post-interview evaluation form:Post-interview evaluation form: Some organizations Some organizations ask supervisors and members of the interview team to ask supervisors and members of the interview team to complete an evaluation form after an interview. This complete an evaluation form after an interview. This increases the likelihood that the same selection criteria increases the likelihood that the same selection criteria are applied to each applicant. are applied to each applicant.

Close the interview:Close the interview: Will applicant be hired on the Will applicant be hired on the spot? Will the decision be deferred? Will the applicant spot? Will the decision be deferred? Will the applicant be rejected? The interviewer should let the candidate be rejected? The interviewer should let the candidate know. The applicant should leave feeling he or she has know. The applicant should leave feeling he or she has been treated fairly.been treated fairly.

Post-interview evaluation form:Post-interview evaluation form: Some organizations Some organizations ask supervisors and members of the interview team to ask supervisors and members of the interview team to complete an evaluation form after an interview. This complete an evaluation form after an interview. This increases the likelihood that the same selection criteria increases the likelihood that the same selection criteria are applied to each applicant. are applied to each applicant.


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THE HIRING DECISION AND THE THE HIRING DECISION AND THE IMPORTANCE OF DOCUMENTATIONIMPORTANCE OF DOCUMENTATION

THE HIRING DECISION AND THE THE HIRING DECISION AND THE IMPORTANCE OF DOCUMENTATIONIMPORTANCE OF DOCUMENTATION

The hiring decision can be challenging.The hiring decision can be challenging.

Use judgment and experience and consult with the Use judgment and experience and consult with the human resources department when difficult hiring human resources department when difficult hiring decisions arise.decisions arise.

In some organizations, employees take part in hiring In some organizations, employees take part in hiring decisions; however, the supervisor must careful to decisions; however, the supervisor must careful to conform to EEO regulations and avoid nepotism.conform to EEO regulations and avoid nepotism.

Recently, organizations have asked supervisors to Recently, organizations have asked supervisors to document their reasons for hiring to confirm that document their reasons for hiring to confirm that they are job-related and not discriminatory.they are job-related and not discriminatory.

The hiring decision can be challenging.The hiring decision can be challenging.

Use judgment and experience and consult with the Use judgment and experience and consult with the human resources department when difficult hiring human resources department when difficult hiring decisions arise.decisions arise.

In some organizations, employees take part in hiring In some organizations, employees take part in hiring decisions; however, the supervisor must careful to decisions; however, the supervisor must careful to conform to EEO regulations and avoid nepotism.conform to EEO regulations and avoid nepotism.

Recently, organizations have asked supervisors to Recently, organizations have asked supervisors to document their reasons for hiring to confirm that document their reasons for hiring to confirm that they are job-related and not discriminatory.they are job-related and not discriminatory.

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AN EFFECTIVE ORIENTATION PROGRAMAN EFFECTIVE ORIENTATION PROGRAMAN EFFECTIVE ORIENTATION PROGRAMAN EFFECTIVE ORIENTATION PROGRAM

Orientation is a process designed to help new Orientation is a process designed to help new employees become acquainted with the organi-employees become acquainted with the organi-zation and understand the expectations the zation and understand the expectations the organization has for them.organization has for them.

Orientation is a process designed to help new Orientation is a process designed to help new employees become acquainted with the organi-employees become acquainted with the organi-zation and understand the expectations the zation and understand the expectations the organization has for them.organization has for them.

Use a checklist:Use a checklist: This will ensure important This will ensure important items are not missed in new employees’ items are not missed in new employees’ orientations.orientations.

Use a checklist:Use a checklist: This will ensure important This will ensure important items are not missed in new employees’ items are not missed in new employees’ orientations.orientations.

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Discuss the organization:Discuss the organization: Discuss the depart-Discuss the depart-ment and the organization with the new ment and the organization with the new employee on the first day. However, be careful employee on the first day. However, be careful not to overload the employee with too much not to overload the employee with too much information.information.

Be supportive:Be supportive: The attitudes and behavior of The attitudes and behavior of the supervisor are more important in orienting the supervisor are more important in orienting new employees than the actual techniques new employees than the actual techniques used.used.

Discuss the organization:Discuss the organization: Discuss the depart-Discuss the depart-ment and the organization with the new ment and the organization with the new employee on the first day. However, be careful employee on the first day. However, be careful not to overload the employee with too much not to overload the employee with too much information.information.

Be supportive:Be supportive: The attitudes and behavior of The attitudes and behavior of the supervisor are more important in orienting the supervisor are more important in orienting new employees than the actual techniques new employees than the actual techniques used.used.

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Setting the Stage:Setting the Stage: Prepare the workgroup for the Prepare the workgroup for the new employee. Help employees understand their new employee. Help employees understand their purpose in the workgroup. Employee’s behavior purpose in the workgroup. Employee’s behavior can be shaped positively in many ways. can be shaped positively in many ways. Mentoring is one.Mentoring is one.

Mentoring:Mentoring: Have a more experienced person Have a more experienced person provide guidance, coaching, or counseling to a provide guidance, coaching, or counseling to a less experienced person. Mentoring can smooth less experienced person. Mentoring can smooth the transition of new employees into the the transition of new employees into the organization.organization.

Setting the Stage:Setting the Stage: Prepare the workgroup for the Prepare the workgroup for the new employee. Help employees understand their new employee. Help employees understand their purpose in the workgroup. Employee’s behavior purpose in the workgroup. Employee’s behavior can be shaped positively in many ways. can be shaped positively in many ways. Mentoring is one.Mentoring is one.

Mentoring:Mentoring: Have a more experienced person Have a more experienced person provide guidance, coaching, or counseling to a provide guidance, coaching, or counseling to a less experienced person. Mentoring can smooth less experienced person. Mentoring can smooth the transition of new employees into the the transition of new employees into the organization.organization.

Being supportiveBeing supportiveBeing supportiveBeing supportive

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THE SUPERVISOR’S ROLE IN THE SUPERVISOR’S ROLE IN EMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENT


New employees require both general and specific New employees require both general and specific training.training.

Most training at the departmental level takes the Most training at the departmental level takes the form of form of on-the-job trainingon-the-job training. The supervisor, or a . The supervisor, or a well-qualified individual, should provide the well-qualified individual, should provide the training.training.

Many training programs for all employees are Many training programs for all employees are conducted outside of the immediate work area conducted outside of the immediate work area (called (called off-the-job trainingoff-the-job training). In some cases, ). In some cases, companies work with college representatives to companies work with college representatives to develop campus-based programsdevelop campus-based programs..

New employees require both general and specific New employees require both general and specific training.training.

Most training at the departmental level takes the Most training at the departmental level takes the form of form of on-the-job trainingon-the-job training. The supervisor, or a . The supervisor, or a well-qualified individual, should provide the well-qualified individual, should provide the training.training.

Many training programs for all employees are Many training programs for all employees are conducted outside of the immediate work area conducted outside of the immediate work area (called (called off-the-job trainingoff-the-job training). In some cases, ). In some cases, companies work with college representatives to companies work with college representatives to develop campus-based programsdevelop campus-based programs..

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Assess the skills and potential of Assess the skills and potential of employees and provide employees and provide

opportunities opportunities for for ongoing ongoing

development development of skills. of skills.

Training must be Training must be viewed as an viewed as an

ongoing process. ongoing process.

Assess the skills and potential of Assess the skills and potential of employees and provide employees and provide

opportunities opportunities for for ongoing ongoing

development development of skills. of skills.

Training must be Training must be viewed as an viewed as an

ongoing process. ongoing process.

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Some questions to ask as part of an employee Some questions to ask as part of an employee development program are:development program are:

1.1. Who needs training?Who needs training?

2.2. What are the purposes of the training?What are the purposes of the training?

3.3. How will the training be evaluated?How will the training be evaluated?

Supervisors also need training and career developmentSupervisors also need training and career development in order to avoid obsolescence and status-quo thinking.in order to avoid obsolescence and status-quo thinking.

Some questions to ask as part of an employee Some questions to ask as part of an employee development program are:development program are:

1.1. Who needs training?Who needs training?

2.2. What are the purposes of the training?What are the purposes of the training?

3.3. How will the training be evaluated?How will the training be evaluated?

Supervisors also need training and career developmentSupervisors also need training and career development in order to avoid obsolescence and status-quo thinking.in order to avoid obsolescence and status-quo thinking.

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END

Documents

Chapter 11 The Supervisor and Employee Recruitment, Selection, Orientation, and Training