slide hr training and development

8/11/2019 Slide HR Training and Development

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HAZWAN AFIQQ BIN HAMZAH 2013987435

SYURGA FATHONAH BINTI ARIS@AZIS 2013343955

FYAN HAIZUM BINTI MOHD SOFIAN 2013546127

FAIRUZ AIMI BINTI MOHAMMAD AZMI 2013981839


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The activity that introduces new

employees to the organization; tofellow employees; to their

immediate supervisors; and to thepolicies, practices, and objectives ofthe firm.

Nickels, W. G., McHugh, J. M., & McHugh, S.

M. (2002)

Aligning with job role &responsibilities and work culture.

Meetu Khanduja. (2013).

An introductory stage in the processof new employee assimilation, anda part of his or her continuoussocialization process in an

organization.

BusinessDictionary. (2014).

The process by which an employee

acquires the necessary skills,knowledge, behaviours, andcontacts to effectively transition

into a new organization (or rolewithin the organization).

Boundless. (2014)

DEFINITION


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To help assimilate new employees into the

company and make the new employees feelwelcome

Ex: How Google Inc get their employees

together (organize special-interest groups,

financial support)

Assimilate

Employees

Employee to be working with the same

corporate vision and goalsCorporate Vision

Turnover increases as employees feel they

are not valued

Reduce EmployeeTurnover


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Companies with the Most Loyal

Employees

Source : http://www.payscale.com/data-packages/employee-loyalty


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Companies with the Least Loyal

Employees

Source : http://www.payscale.com/data-packages/employee-loyalty


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Fear of failure on the job.

To prevent the new worker from gettingignored by the current employees.

Reduce Anxiety

Helps new workers understand their roles

and where they fit within the

organization

DevelopRealistic Job

Expectation


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GOOD ORIENTATION BAD ORIENTATION

1. HR welcomes new employee Has to search for HR department

2. Orientation kit ready Takes and hour to get in place

3. Colleagues know Colleagues dont know

4. Colleagues are not prejudiced Colleagues are prejudiced

5. Lunch with Senior manager No introduction

6. Orientation over a week One day orientation

7. Formal and informal No interaction


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TRAINING


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DEFINITIONS

According to Duggan (2014), training is defined as activities that

are conducted to train and develop company personnel, whetherto address performance problems or help prepare an employeefor a management role.

Training should be understood as both a strategic mechanism by

which to pursue organizational performance and a core businesstool for the delivery of efficient and effective work done(Haberfeld, 2011).

Training is the systematic development of the attitude and skill

behaviour pattern required by an individual in order to performadequately in a given task (Adegoke, 2010).

According to Aidah Nassazi (2013), training is the only way ofdeveloping organizational intellectual property through building

the employees competencies.


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UNDERSTANDING

Training is designed tochange the behaviourof the employees by

using the right

mechanism in orderto stimulate efficiency& higher performance

standards.

GOALS

To acquire & improveknowledge, skills and

attitudes towardswork related tasks.


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TRAINING PROGRAM IN MALAYSIA

1. Education Transformation by Intel Malaysia.

Define your vision

Develop a master

plan

Inspire aenthusiastic support

Create organizational

policies

Develop a budget

Incorporate measures

to evaluate & improve


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2. PETRONAS Leadership Centre (PLC)

Over the years, PLChas established themselves as a top corporatelearning hub for industry leaders, serving the Oil & Gas sector in

Malaysia and beyond.

A wide range of learning consultancy and advisory services

Innovative solutions for transformational learning experiencescovering all critical junctures of the leadership continuum, from

leading self to leading enterprise.

The new PLC logo and tagline capture what the organization is allabout - providing transformational experiences to our clients.

As a leadership centre that understands the needs of the oil & gasindustry and the region, their commitment is to support thecapability building of their clients to ensure their human capital isequipped with holistic leadership competencies to driveorganizational growth.


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Vision

The Leadership Centrethat transforms

leaders.

Mission

The core purpose is tounleash human

potential for superiorperformance and

growth

The value propositionis the holistic

development ofleaders

The impact isreflected through the

success of our clients.


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Learning Solutions

Leadership &

developmentmanagementprogrammes

Personalleadership

Businessleadership

Strengthening

the leadershippractice

Leadershipevents &

conferences

Enhancing

managerial

competenciesfor holistic

development

BuildingIndividualeffectiveness

Achievingbreakthroughperformance

Preparing

minds forchange

Corporatevalue

conditioningseries

Mindsetchange series

Cross culturalseries


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Quality Mark

Award (2011)

Pembangunan

Sumber

Manusia

Berhad Award

(2012)

Gold Award

for Best

Corporate

University

(2013)


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Experienced

workerTrain Employee

Best Corporate University 2013

(Gold Award by Global Council of

Corporate Universities)

Best Training Provider 2012(Human Resources Development Award

(Malaysia)

On-The-Job Training


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Distance and Internet-Based Training

Video-Conferencing

Internet-Based-Training

Learning Portals


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Managerial On-The-Job Training

Job rotation

- Moving management trainees from departmentto broaden their understanding of all parts of the

business and totest their abilities

Mentoring- Trainee works directly with a senior manager

who is the trainees mentor


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Off-The-Job Management Training

Case Study Method

- Analyze case, diagnose the problem and discusstheir solutions

Management Games

- The Is Have It (to illustrate how we tend to be

more self-centered than we may have thought)

Corporate University and In-House TrainingCentre


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On-the-job

Coaching

Mentoring

Job rotation

Case Method

Uses a writtendescription of areal decision-making situation inthe organization or

other organization Variation- incident

method

Role Playing

Build confidence

Develop listeningskills

Creative problem-solving

SRA, SHELL,

NESTLE, DHL

Management Games

Looking Glass

Provide a picture toparticipant of theirmanagement style

IBM

Outdoor Orientation

Program

Conducted in remote are,combine outdoor skillswith classroom seminars

PETRONAS


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DEVELOPMENT Is the process by which employee progress through a

series of stage, each characterised by a different set ofdevelopment tasks, activities and relationship (Hilson,2013)

Ongoing formalised effort in developing and enrichingthe organisationshuman resources in light of both theemployees and the organisationsneed (Hilson, 2013)

Aspect of organisational development that coversrecruitment and assessment of executive levelemployees and training them in leadership to equipthem for higher position (Businessdictionary, 2014)


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A. GOAL SETTINGS

TYPE OF DEVELOPMENT

1. STEPS

DIAGNOSING

PREPARING

EMPHASIZINGCONDUCTING

PERFORMING

Interpersonal

interaction

Communication

Training

Intermediate review

Final review

Attributes of goals


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2. RESEARCH

Dr Edwin Locke's Goal-Setting SMART Concepts


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Locke and Latham's Five Principles

Clarity

Challenge

Complexity

Commitment

Feedback


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Hasso Plattner Co-founder of the German software firm SAP, motivates employees by

setting stretch goals. Platter set a shockingly optimistic goal of 15 % annual growth for

SAP software license revenues. Employees responded by achieving an even higher growth

of 18%.

Plattner set another stretch goal, of by announcing a bonus plan that would pay $381

million to hundreds of managers & key employees , if they could double the company's

market capitalization from a starting point of $57 billion by the end of 2010. Employees

responded again by increasing the market capital double within the given time.

(Source: SAP News, 2014)

SAP SOFTWARE COMPANY


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B. TEAM BUILDING

Team building is an ongoing process that helps a work group evolve intoa cohesive unit. The team members not only share expectations for

accomplishing group tasks, but trust and support one another and

respect one another's individual differences (University of California,

San Francisco, 2012).

DEFINITION

Team building is an effort in which a team studies its own process of workingtogether and acts to create a climate that encourages and values the

contributions of team member (Gordon, 2010).

Team Building refers to a wide range of activities ranging from simple

bonding exercises to complex simulations to develop a team. Its focus isto specialize in bringing out the best in a team to ensure self

development, positive communication, leadership skills and the ability to

work closely together as a team to solve problems ( MBA Brief, 2014).


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Stages

Forming

Storming

Effective

Team

Considerothers ideas

Be aware ofothers

feelings

Norming

Performing

(Bruce Tuckman, 1965)

Establishvalues and

goals

Set groundrules

(UCSF, 2014)


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CRITERIA AND SKILLS NEEDED FOR AN EMPLOYEE TO

ENTER INTO DEVELOPMENT STAGE

Verbalcommunication

Teamwork

Timemanagement

Integrity

Self-motivation


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REFERENCES Adegoke, B. (2010), Effect of Training Employees Productivity

in Public Service Organization. Norderstedt: Grin Verlag.

Aidah Nassazi, (2013). Effects of Training on EmployeePerformance. University of Applied Science, pp. 21-57.

Boundless. (2014, June). Orientation - Core Functions ofHuman Resource Management. Retrieved 2014, fromhttps://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-

58/orientation-290-5696

BusinessDictionary. (2014). What is orientation? definitionand meaning. Retrieved 2014, fromhttp://www.businessdictionary.com/definition/orientation.ht

ml
https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696http://www.businessdictionary.com/definition/orientation.htmlhttp://www.businessdictionary.com/definition/orientation.htmlhttp://www.businessdictionary.com/definition/orientation.htmlhttp://www.businessdictionary.com/definition/orientation.htmlhttp://www.businessdictionary.com/definition/orientation.htmlhttp://www.businessdictionary.com/definition/orientation.htmlhttps://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696https://www.boundless.com/management/textbooks/boundless-management-textbook/human-resource-management-7/core-functions-of-human-resource-management-58/orientation-290-5696


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Duggan, T. (2014). Developing & Training Human Resources in

Organizations. Retrieved from

http://smallbusiness.chron.com/developing-training

human-resources-organizations-697.html

Haberfeld, M. R., Clarke, C. A. & Sheehan, D. L. (2011), Police

Organization and Training.London: Springer.

Meetu Khanduja. (2013). Induction and Orientation |

HRdictionary. Retrieved 2014, from

http://hrdictionaryblog.com/2013/01/22/induction-and-

orientation/

Nickels, W. G., McHugh, J. M., & McHugh, S. M.

(2002). Understanding business. Boston, Mass: McGraw-Hill.
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