Orientation

Definition of Orientation
Orientation is the process undertaken by the
organizational socialization to help new employees
adapt to new working conditions and environment
organizations and their new colleagues. Duration
orientation program for employees is between one
day to one week.

Importance of orientation

Helps your employees get up to speed quickly and learn the

ground rules of the company. This often reduces start-up,
training, and other indirect costs associated with having new
employees who are unfamiliar with the company.
Conserves manager, supervisor, and peer time. Answering
the most common questions posed by new employees
saves everyone else the time in answering, explaining, and
clarifying issues.

 Reduces the new employee stress factor. Everyone, even

new CEOs, experiences some level of anxiety and stress when
starting a new job at a new workplace. Efficient new employee
orientation programs have been proven to significantly reduce
this stress and bring it down to a manageable level.
Helps establish a positive, can-do attitude at the beginning of a
new employment situation. Learning job responsibilities,
expectations, and the corporate attitude of their new employer
helps employees feel both comfortable with and knowledgeable
about their new job and the level of performance that the
company wants. This typically establishes a positive employee
attitude toward the new situation and future possibilities of
success.

The aim of the orientation

program

The basic purpose of the orientation program is to help new

employees adapt to the new environment.
1. Introduce new employees to the organization.
2. Help new employees to overcome feelings of worry,
nervousness and shyness.
3. Increase the acceptance of new employees in the
organization.
4. New employee's commitment

1. Introduce new employees to the organization. shyness.

- The trial process to foster employee attitudes and new
standards according to the organization's environment to
help the employee to familiarize himself with his new work
environment.
2. Help new employees to overcome feelings of worry,
nervousness and shyness.
- Feeling embarrassed when confronted with new
colleagues will increase the level of employee concerns.
- Organizations must take appropriate measures to reduce
anxiety and promote a sense of confidence in themselves
new employees.

3. Increase the acceptance of new employees in the

organization.
- Provide opportunities for new employees to
understand and accept the values, norms, beliefs and
behaviour of others in the organization.
4. New employee's commitment
- Through orientation programs, stress faced by new
employees would be reduced and allow them to
concentrate on their duties and carry out assigned
tasks well.

aspect orientation program

1. Adapt to the task
- Efforts to train new employees perform tasks that have been set
in order to perform their jobs well and effectively.
2. Adapt to the corporate culture
- Help new employees to prepare for their corporate work
environment.
3. Adapt to social conditions
- Help employees to familiarize themselves with colleagues and
new organizational environment.

The main problem commonly faced

by new employees
1. Problems in the group acceptance
- Whether he/she will be accepted by other groups of
workers.
- Whether he/she will be liked by others
- Whether he/she is going to face the threat of
physical or psychological

2. Problems expected
- Every worker has the expectation of the work done.
- Too high expectations will lead to frustration and
dissatisfaction.
3. First working conditions
- Work environment that is comfortable and conducive
facilitate the adaptation of workers and the working
environment of the new organization.

the problems faced in the

orientation program
1. Too much information
- Employees are given information that they have
difficulty understanding the information presented.

2. Too many forms to be filled

- New employees had to fill out lots of forms. For
example, personal information form and EPF forms.

3. Difficulty of the task

- Workers may be very difficult task to task failed. It causes the
employee to feel frustrated, lose confidence in ourselves and lose
interest to continue other work.
4. A brief description and blur
- Simple and blurred descriptions will cause confusion.
- New employees should be given a clear and easy to understand
the aspects of the job in order to carry out these functions properly
and effectively.
5. Giving a trivial task
- Trivial task and easily cause loss of interest and motivation of
employees.

The FORM & Stage of orientation program

Orientation program conducted effectively to

facilitate employees to adapt to the new
environment and work organization.
1) The formal nature
2) Informal nature

The formal nature

a) The organization
i) covers general matters that have relations with all
employees as follows
- Policies and procedures of the organization
- The payment of compensation
- Safety procedures in the workplace
- Physical facilities such as car park, mosque
and cafeteria
ii) implemented by the Department of Human
Resources. One way is to provide workers with manual
work.

b) The department
i) The program is run by the supervisor. Supervisor
responsible for introducing new employees to colleagues and
explain the functions, policies and procedures of the
department
ii) The manager should prepare a list of things that need to
be covered in the orientation program for individuals who
carry out orientation. This list allows the organization to make
sure the important things are not left behind when each
program has expired.

Informal nature
There are several examples in the form of an
informal orientation as a simple familiarization
session where no planning and it is spontaneous

The process of orientation program

The Employee is Hired.

Prepare for Employees Arrival.
The Office of Human Resources Welcomes Employees .
Department Orientation Information.
Records & Benefit Information Sessions.
Return Checklists .
New Staff Orientation Program.

Step 1: The Employee is

Hired
A new employee is hired. The hiring
department works with the
Employment section of the Office of
Human Resources to determine a
start date for the new employee.
Hiring a new employee is the most
important step in any orientation;
without a new employee, there would
be no orientation!

Step 2: Prepare for Employees

Arrival
The Office of Human Resources prepares for
the anticipated arrival of the new employee.
Orientation materials are prepared for the new
employee that welcomes the new employee
and explains and guides them through any
anticipated meetings with the Office of Human
Resources.
Departmental orientation materials are also
prepared that serve to guide departments
through the orientation process according to
their new employees expected needs.

Step 2: Prepare for Employees

Arrival
Ex: a Benefit representative will prepare for the
employees Benefits Information Session, which is
designed to orient new employees to their available
benefits plans and allow employees the opportunity
to en-roll for required and voluntary benefits.
Ex 2: A Records representative will prepare for a new
employees Records Information Session. Employees
complete required tax, payroll, and identification
information, learn of some policies and procedures,
and are provided with applicable information to
prepare for their benefits information session.

Step 3: The Office of Human Resources

Welcomes Employees
The Office of Human Resources welcomes
the new employee by emailing New
Employee information on attending a
Benefit and Records sign up session and
instructions on completing the online new
Employee Orientation Program.
New Employees supervisor is sent a copy
of the email so they are aware of times
the New Employee will need to be away
from the office.

 New Employees Information includes:

New Staff Orientation Information
Environmental Health and Safety
Information
Required Staff Training
Additional Resources and Links of
Interests

Step 4: Department Orientation

Information
Department orients employee to their
position, department, and co-workers using
the following documents in conjunction with
your own orientation process:
New Employee Department Letter
Environmental Health & Safety information
Tour Guides Checklist
Before Employees First Day Checklist
The First Days Checklist
The First Week Checklist

Step 5: Records & Benefit

Information Sessions
New Employee attends scheduled
Records and Benefits Information
Session at the Office of Human
Resources the Tuesday following their
start date.
Complete necessary employee
paperwork.

Step 6: Return Checklists

Information from these forms is
designed to facilitate the evaluation
of the New Employee Orientation
system, to confirm that employees
and departments complete the
necessary steps of the orientation
process, and to cover liability issues
for new employees.

Step 7: New Staff Orientation

Program
Employees will be introduced to the
organizations core values, vision
statement, institutional priorities,
history, language, buildings,
organizational structure, and
dedication to diversity, students and
the surrounding community.

INDUCTION

Definition of induction
Induction is the process by which the new
recruit is familiarized with the working
environment.

CONTENTS OF A FORMAL
INDUCTION PROGRAMME
ORGANIZATION
ISSUES

INTRODUCTIONS

History
Structure
Physical Layout
Product/Service
Policies & Rules

To supervisor
To trainers
To co-workers

EMPLOYEE
BENEFITS &
PROCEDURES

JOB DUTIES

Wages
Holidays
Rest breaks
Benefits

Job location
Overview of job
Relationship to
other jobs

Training & development

Definition
Training
The organizational activity which aims to improve
an employees current performance.
Development
Those learning activities designed to help individual
employee grow but which are not confined to a
particular job.

The aim of training

program
1. Increase the capacity and capability of employees to
perform work
- Training to improve the capacity and capability to do the work
so that employees are more productive and performance. This
purpose is achieved through training to employees about their
knowledge and skills to do the work to date.
2. Developing the skills and expertise available to avoid
becoming obsolete.
- Skills needed by employees can be discovered and honed back
and it can be used to enhance the productivity of the
organization.

The aim of training

program
3. Produce quality and potential employees to enhance
employee performance
- Training aims to produce quality and potential employees to
improve performance in their work.
- It can help employees develop their career in terms of salary
increase or promotion.

The process of formation a

training program
1. Form the basis of training
2. Determine training needs
3. Set objectives training program
4. Determine the training methods that will be used
5. Select the media or channel training
6. Implement training program
7. Evaluate the effectiveness of training program
8. Reviewing training policies

1) Form the basis of training

Manager of the human resources department is
responsible for providing training policy which is
established based on management support and
commitment from boiling ground to facilitate
acceptance at all levels of the organization
2) Determine training needs
Analyzing the organizations and individuals
Through analysis of the organization can determine
who really need training and aspects or the field of
concern

3) Set objectives training program

Aim to improve the skills and performance of
employees at work.
Determined objectives should be measured because it
is needed during the evaluation process
Without objectively difficult for them to form meaningful
training and evaluation of training programs will be
difficult

4) Determine the training methods that will be used

There are a large number of training methods available. The most
popular methods are briefly discuss below :1) Training study
- A training technique used to train new employees under the care of
an experienced worker
2) Apprenticeship work
- Is a training method that takes a long time where the workers will be
trained with specific skills
a) Training apprentice
Is a combination of classroom teaching with job training
methods

b) Role play
- Training rules undertaken by the firm to intern in office
officers and managers
- They are required to respond to a given problem
- Trainees are given be instructed how to solve problems
c) Group discussion
-involves a discussion between a group of trainees on a
topic, issue or question in order to understand or find a
solution
to the question.
d) Simulation
-is a learning activity that focuses on real-life situations
- These rules could increase the interest and motivation
of
trainees during training for trainees can experience
success or
failure of his treatment outcome

e) Vestibular
- Involves the use of one part of the plant to be used as a
place to train workers aim to enable the trainees to
familiarize themselves with the actual working environment
without distracting other employees who were not involved in
the training program
f) Coaching and Mentoring
-Coaching is an approach where the training manager to
train an officer under them on how to work individually.
- Contracting mentoring job training is an approach in
which an officer is placed under the supervision of an
experienced officer under the

g) In-basket training
- In-basket training exercise are simulations of
situations in which documents to have to be
processed and are usually used in training of
clerks and supervisor.
- Documents which are typically processed by the
workers being trained , pre-prepared and given to
the trainees to read and decide what action
should be taken on the documents concerned.
- Example : Letter , memos , e-mail , reports and
another documents.

h) Job Rotation
- Trainees are required to observe and learn the demands of a
variety of job and functions over a period of time.
- Purpose of the rotation is merely to give an overview of the
various function so that trainees can see how one job is related to
another, the rotation, period may be quite short perhaps only a
matter of week.
i) Lecture
- Every student is familiar with the lecture, usually a one-way
monologue by a lecturer addresses to a group of learners.
- The lecture may be suited by the college environment largely
because it is relatively easy to conduct and fairly cheap.
- A lecture can be supplemented with other methods to ensure
learning take place.

 Instructor-LED
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5) Select the media or channel training

Organization can use multiple channels
and devices to make training programs
more attractive
6) Implement training program
After selecting appropriate methods,
officers can start training
Its officers should use creative and
interesting method to maintain interest
training session

7) Evaluate the effectiveness of training program

Evaluate the effectiveness of training programs and the
level of skills and knowledge gained after the training
session.
Assessment results can help an organization to improve its
training program
8) Reviewing training policies
All assessment results based training program will be
reviewed existing training policy if the policy is not enough
available additional policies will be added if appropriate
policies are not new policies will be formed in accordance
with the training program will be implemented in the future

Training need analysis

Definition of Training Need Analysis

Training Analysis (sometimes called Training Needs
Analysis (TNA)) is the process of identifying the a
gap in employee training and related training needs.
Training analysis looks at each aspect of an
operational domain so that the initial skills, concepts
and attitudes of the human elements of a system can
be effectively identified and appropriate training can
be specified

Training Need Analysis

The purpose of conducting a training needs analysis (TNA)
is to fully understand the training, learning, and educational
needs of an organisation and its staff. Done well a TNA can
help an organisation to design and implement learning and
development programs that are aligned to the strategic
goals of the organisation.
An effective TNA will assist an organisation to build the
people capability it requires in order to be successful.
Designing and implementing a TNA is the logical starting
point of a coherent and functional training strategy

How to conduct a training needs analysis

The TNA process is an essential component of our

philosophy and operational methodology. Experience
has taught us that organisational learning and
development is most powerful when it is connected to
the vision, strategy and culture of an organisation.
Swinburne's process when developing and
implementing a training needs analysis is a six step
process.

How to conduct a training needs analysis

1 - Examine current programs

Examine your organisation's current
training programs and learning and
development strategy.

2 - Two - Identify purpose

Identify the intent and purpose of 'training' within the organisation.
Answers typically include:
To help develop the capability and knowledge our people require to
be more effective in their roles
To reward and engage staff
To assist us in becoming more innovative through access to the
latest knowledge and methods
To help us become an employer of choice
To develop greater leadership capability
Educate staff about our values and our preferred way of doing
business

3 - Understand priorities
Understand your organisation's strategy, operating
environment, culture and the competitive marketplace in
order to determine training priorities.
4 - Develop data collection method
Consult with key stakeholders to design methods for
collecting relevant data and information from staff. Potential
methods include:
One to one interviews
Focus groups
Online or written questionnaires
Observations in the field

5 - Gather and review data

Gather, analyse and review relevant data and
information.
6 - Recommend strategy
Submit and discuss recommendations for
training. Recommendations can be for a
complete learning and development strategy or
for short-term training needs.

Thank you