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Interm Living#Leon Taufani0032 - 3 Developing Human...

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Unformatted text preview: 3 / Developing Human Resource Capability Well-developed orientation programs are rare Differences between orientation and onboarding experienced co-worker. Buddies spend anywhere from two days to two weeks showing new employees their job duties and providing feedback as they attempt to perform the tasks. As a result of participating in the orientation program, employees express less confusion with their new jobs.145 The training department should be actively involved in planning, conducting, and eval— uating orientation programs. They also should enlist the support of other employees to serve as mentors to new employees. Also, supervisors should be called on to help orient new employees to the workforce and should receive training on how to do this. In the fol- low—up meeting, supervisors should be required to complete a checklist, indicating that they have discussed with new employees the major issues of concern. Employees should sign the checklist to confirm that they have received the orientation information. Evalua- tion of the orientation program is the responsibility of the human resource department. At The Home Depot, the learning organization developed a learning map which new associ- ates receive on their first day of orientation. It illustrates customers’ shopping journeys in the store by putting associates in customers’ shoes. Trainees interact with each other to form responses to hypothetical customer questions. In 2006, more than 100,000 new hires went through the orientation.146 American Express recently launched a number of initia— tives to address attrition and to increase employees’ engagement in the firm. “Connections” is a program that educates new employees about the firm’s values, Vision, and customers.147 Well—developed orientation programs are effective in preparing a new employee for a firm, yet these are more the exception than the norm. With today’s “war for talent” faced by employers, it is critical for firms not only to hire new employees, but to retain them. On- boarding might be one answer to this concern. Onboarding is a systematic process to estab- lish a positive trajectory early in a person’s career.148 It includes cultivating key relationships and access to information, phased implementation, and defining multiple roles. Often it is used for new managers. Onboarding provides information and tools to new managers when they are ready to use them and is best implemented throughout a period of weeks or months. Four phases are often commonly used (prearrival, orientation, assimilation, integration), For = the prearrival of the new manager, it is important to make sure that direct reports and key constituents know about his/her start date and relevant background information. During the orientation/introduction phase, provide the essential tools so the new manager can be effec— ‘ tive ( e. g., computer passwords, office equipment, knowledge of office layout, administration codes, access to company e-mail and intranet). For the assimilation phase, deliver essential background information about the company strategy, expected contribution, short-term goals, and key working relationships. In the integration/contribution phase, define long- term results and make sure that early contributions by the person are visible.149 More and more firms are recognizing that onboarding can be an important part of the talent management process by ensuring that the early entry period is successful for new managers. At Avon, the goal of onboarding is to help newcomers become educated about ‘ the cultural norms and part of the family at Avon. With over 320,000 employees worldwide, Citi group recognizes the importance of newcomers feeling a sense of belonging to the firm. Introducing its 37 networks (e.g., Hispanic, Pride, Working Parents affinity groups) to new employees on the first day enables them to start to feel connected to the firm. At Pepsi Bot- ‘ tling Group, onboarding is taken very seriously by investing a lot to give new managers what they need to do the job effectively.150 The differences between orientation programs and onboarding are primarily in terms of timing, focus, delivery, and responsibility. While orientation is often a single event. (day) and focuses on HR policies and procedures, onboarding is usually a phased1 approach and has a broader focus on success factors and company culture. Orientation is often classroom—led while onboarding uses multiple approaches such as Web-based and' classroom methods and CD-ROMs. Perhaps most important, orientation is often seen as. the responsibility of only the HR department, while the responsibility for onboarding is shared among HR, the new boss, a peer coach, and the process owner.15' , Training techniques can be chosen for individual—level training or for training that is con- ducted for work teams. With the increasing popularity of teams in organizations,”2 it is com-'- men for employers to send their teams to training sessions. For example, Hewlett-Packard ...
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