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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
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Haberfeld, M. R., Clarke, C. A. & Sheehan, D. L. (2011), Police
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orientation/
Nickels, W. G., McHugh, J. M., & McHugh, S. M.
(2002). Understanding business. Boston, Mass: McGraw-Hill.
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