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HRM Activity 5 Dacillo Frezalyn

Published by Frezalyn Dacillo, 2022-11-18 09:21:42

Description: HRM Activity 5 Dacillo Frezalyn

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BICOL UNIVERSITY GUBAT CAMPUS GUBAT SORSOGON A.Y.2022-2023 1st Semester SSEd 16 HUMAN RESOURCE MANAGEMENT NameofStudent:FREZALYNF.DACILLO Yearlevel&Course/Major:BSED3-SOCIAL STUDIES Course Professor: PROF. ROWAN CELESTRA Submission: SUNDAY, October 30, 2022 ACTIVITY 5 1. DEFINE THE CONCEPT AND MAJOR PURPOSES OF TRAINING IN AN ORGANIZATION. Organizational training is the process of transferring knowledge within an organization. Whereas, this equips employee for their current and future job (roles and responsibilities). And the one to take such measures to train the employee is human resource management. Therefore this process promotes and provides the organization to meet its objectives through rigorous different types of training programs as the employees develop new skills. Organizational training is also used to teach employees about the specific systems, processes, and tools the organization uses. Organizational training is about the transferal of knowledge. It’s learning- focused rather than development-focused. Organizational skills training is most often structured and formal. Content is pre-defined and delivered on a schedule. Depending on the need, the skills transferred may be technical, organizational, or contextual. Organizational training is unique because the whole organization learns from the same experience. The content isn't personalized. It isn’t just an individual people manager or employee learning something new. The knowledge is transferred to the organization as a whole. Through organizational training programs, employees can effectively perform their jobs. By gaining the right skills, employees stay relevant and are more able to take on new work challenges. They may also be motivated to seek self-growth. When combined with other programs that support personal growth and transformation, organizations can expect higher employee retention. Employees being good at their job leads to greater job satisfaction. In turn, better employee performance enhances organization development and productivity. The purpose of training is to create a culture of learning within an organization. It ensures that employees continue to develop beyond just traditional skills training.


2. DESCRIBE THE STEPS IN DEVELOPING AND IMPLEMENTING AN EFFECTIVE ORIENTATION AND TRAINING PROGRAM. Orientation and training programs are important components in the processes of developing a committed and flexible high‐potential workforce and socializing new employees. In addition, these programs can save employers money, providing big returns to an organization, because an organization that invests money to train its employee’s results in both the employees and the organization enjoying the dividends. Orientation and training can serve many positive purposes. For example, they can: Lower costs by helping the employee get up to speed quickly and avoid time- or money-consuming mistakes. Help the employee to gain confidence and feel valued because they know the company’s system, people, and expectations. And, improve the employee’s performance by helping them to build skills and relationships quickly. 1. Training – First Day on the Job Management Responsibilities A new employee’s first few days on the job will create lasting impressions and will form a foundation for his or her work habits for years to come. A good trainer knows the subject thoroughly, has a desire to teach others, is friendly and cooperative, has leadership skills, and has a professional attitude toward work and other employees. However, the ability to empathize is an especially important quality for a trainer.  When you begin the training process, make sure you put the employee at ease. To do that, show your confidence in his or her ability to master the job. Build that confidence by asking about previous work experience. If he or she has worked in a similar job, explain how he or she may be able to apply that experience to the new job.  Develop the new employee’s interest in the job by explaining how his or her particular job relates to the work of other people. Early in anyone’s training, it’s a good idea to give the new employee a tour of the plant, office, or facility and introduce him or her to various coworkers. During the tour, point out first aid stations, fire extinguishers, emergency phone numbers, etc.  Easing an employee into a new job also involves emphasizing the need for quality, production, and safety. This means demonstrating all personal protective equipment, pointing out required machine guards, and explaining personal safety regulations such as the removal of jewelry, or wearing specific types of clothing. These points should be stressed as part of the new employee’s preparation for the job.


 Encourage the new employee to ask questions at any time. Let him or her know that all questions are useful, and that you will be glad to answer them. If a new employee feels that questions are appreciated, he or she will feel much more comfortable. 2. Explain the safest, most efficient way to complete each task As you go through these steps, identify the key points of the job. These points may cover special job procedures, important safety considerations, major hazards, or the need for personal protective equipment.  Explain accident or injury reporting procedures.  Scheduling is another part of preparation. The length of time you will need will depend on the complexity of the job and the employee’s previous knowledge and experience.  Define the job. Explain all procedures and responsibilities carefully and completely.  Incidentally, proper housekeeping is an important part of an employee’s job. The new employee’s first impression of the workplace should show by example how it is to be maintained. 3. Demonstrate the task the new employee is to perform  Position yourself correctly alongside the employee so he or she will see the job exactly as it should be performed. As you demonstrate the job, explain what you’re doing and why. People retain information better when they understand the reasons for performing a job a certain way.  After you’ve explained and demonstrated the job, review it. Then ask questions requiring more than a “yes or no” response that will tell you if the employee understands the operation thoroughly.  Be sure to tell the new employee about all potential hazards associated with the job, as well as ways to avoid those hazards. 4. When you are sure the employee understands the job, it is time for a trial run under your watchful supervision  As the new employee performs the job, ask him or her to explain each step. Be sure he or she grasps all the key points you have presented, and can explain them in sequence. If a mistake is made, never embarrass the employee. Review the operation and have him or her repeat it until it is thoroughly understood.  Don’t be afraid to let your own personality come through to your employee. It will help put the employee at ease, and help him or her to get to know you better. Well-trained employees reflect well on you. Production may


increase, and the amount of waste and the number of tasks that have to be redone may be reduced. There will be fewer injuries when employees know how to perform. The following is a summary of the requirements of the Occupational Safety and Health Administration Standard: Employee Emergency Plans and Fire Prevention Plans (29 CFR 1920.38)  The employer must control accumulations of flammable and combustible waste materials and residues so that they do not contribute to a fire emergency. The housekeeping procedures must be included in the written fire prevention plan.  The employer must apprise employees of the fire hazards of the materials and processes to which they are exposed.  The employer must review with each employee upon initial assignment those parts of the plan which the employee must know to protect the employee in an emergency. The written plan must be kept in the workplace and made available for employee review.  The employer must maintain, according to established procedures, equipment and systems installed on heat-producing equipment to prevent accidental ignition of combustible materials. The maintenance procedures must be included in the written plan. The considerations for developing a training program are as follows:


1. Needs assessment and learning objectives. This part of the framework development asks you to consider what kind of training is needed in your organization. Once you have determined the training needed, you can set learning objectives to measure at the end of the training. 2. Consideration of learning styles. Making sure to teach to a variety of learning styles is important to development of training programs. 3. Delivery mode. What is the best way to get your message across? Is web-based training more appropriate, or should mentoring be used? Can vestibule training be used for a portion of the training while job shadowing be used for some of the training, too? Most training programs will include a variety of delivery methods. 4. Budget. How much money do you have to spend on this training? 5. Delivery style. Will the training be self-paced or instructor led? What kinds of discussions and interactivity can be developed in conjunction with this training? 6. Audience. Who will be part of this training? Do you have a mix of roles, such as accounting people and marketing people? What are the job responsibilities of these individuals, and how can you make the training relevant to their individual jobs? 7. Content. What needs to be taught? How will you sequence the information? 8. Timelines. How long will it take to develop the training? Is there a deadline for training to be completed? 9. Communication. How will employees know the training is available to them? 10. Measuring effectiveness of training. How will you know if your training worked? What ways will you use to measure this? https://aggie-horticulture.tamu.edu/ornamental/safety-publications/safety-first-training-program/chapter-4-employee- orientation-training/ https://open.lib.umn.edu/humanresourcemanagement/chapter/8-4-designing-a-training-program/


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