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Schwind07IM07 - Chapter 7 Orientation Training and...

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Chapter 7 Orientation, Training and Development, and Career Planning ORIENTATION, TRAINING AND DEVELOPMENT, AND CAREER PLANNING CHAPTER OBJECTIVES After studying this chapter, you should be able to: Explain the impact of a new employee orientation program on turnover and learning. Identify the human resource department’s and the supervisor’s responsibilities in employee orientation. Describe the importance of training as part of the long-range strategy of an organization. Describe the characteristics of a learning organization. Explain different approaches to needs analysis in designing training and development programs. Define strategic human resource development. List the components of developmental strategies. Describe different methods for developing managerial personnel. Develop an evaluation procedure to assess the results of a training and development program. Describe how human resource departments encourage and assist career planning. Explain the relationship between career planning and career development. List the major actions that aid career development. POWERPOINT ® SLIDES Canadian Human Resource Management includes a complete set of Microsoft PowerPoint ® files for each chapter. (Please contact your McGraw-Hill Ryerson representative to find out how instructors can receive these files.) In the lecture outline that follows, a reference to the relevant PowerPoint slide for this chapter is placed beside the corresponding lecture material. The slide number helps you to see your location in the slide show sequence and to skip slides that you don’t want to show to the class. (To jump ahead or back to a particular slide, just type the slide number and hit the Enter or Return key.) 7-1 7
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Part 4 Placing, Developing, and Evaluating Human Resources LECTURE OUTLINE (with PowerPoint ® slides) Orientation, Training and Development, and Career Planning Slide 1 Purpose of Orientation Slide 2 Socialization Slide 3 Purposes of Orientation Programs Slide 4 PURPOSE OF ORIENTATION The gap between a new employee’s abilities and the job’s demands may be substantial. Orientation and training supplement the new worker’s abilities to help achieve a balance between what the new employee can do and what the job demands Socialization is the continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization for recruitment usually belongs to the human resource department -- Involves turning outsiders into insiders -- May have taken place even before employees join organizations e.g. summer job, formal education etc. ORIENTATION PROGRAMS Programs that familiarize new employees with their roles, the organization, its policies, and other employees. Orientation can serve several purposes: Reduce employee turnover -- New employees may quit if they experience a difference between what they expect to find and what they actually find i.e. cognitive dissonance -- Loss of employees may be significant Reduce errors and save time
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