Chapter 7 Training

Recognizing
learning,

that

and

formal

understanding and creativity (know why), as well

training,

knowledge

as motivation to deliver high-quality products

informal

management

are

important for the development of intangible

and services (care why)

that is well documented, easily articulated, and

assets, many companies now consider training

easily transferred from person to person.

o include
processes,
checklists,

one part of a larger emphasis on continuous

learning.

flowcharts, formulas, and definitions.

Continuous learning
o refers to a learning system that requires
employees to understand the entire work
system and they are expected to acquire

Explicit knowledge tends to be the

employees.

Training
o refers to a planned effort by a company
facilitate

learning

of

need to interact with peers, colleagues,

and

job-related

master

the

knowledge,

skills,

and

behaviors emphasized in training and

organized

by

the

company.

employees for their jobs and help them progress

to

contribute to the development of intangible

assets but especially human capital.

Human capital includes knowledge (know what),
advanced

skills

(know

how),

system

Knowledge management refers to the

designing and implementing tools, processes,
systems, structures, and cultures to improve the

creation, sharing, and use of knowledge

It is important for all aspects of continuous
learning,

including

management,

and

training,
informal

knowledge
learning,

to

contribute to and support the business strategy

key characteristic of training activities that
contribute to competitiveness is that they are

through face-to-face or technology-aided

social interactions
Both formal training and informal learning

learning

process of enhancing company performance by

breadth, depth, and timing are controlled

involve an employee learning alone or

Informal

provide.

motivated by an intent to develop, and does not

positions.

tacit knowledge that formal training cannot

learner initiated, involves action and doing, is

by the employee.
occurs on an as-needed basis and may

future

complements training by helping employees gain

Informal learning refers to learning that is

occur in a formal learning setting.

o occurs without an instructor, and its

learning

tacit knowledge.
Formal training is still needed to prepare

programs, courses, and events that are

and

have

Formal training
o refers to training and development
developed

and

formal training.
Informal learning is central to the development of

apply them to their day-to-day activities.

experts

experiences that are not usually found in

competencies, knowledge, skills, and

behaviors by employees.
goal of training is for employees to

primary focus of formal training.

knowledge refers to personal

make it difficult to codify.

o best acquired through informal learning
o to acquire tacit knowledge employees

share what they have learned with other

to

Tacit

knowledge based on individual experiences that

new skills, apply them on the job, and

Explicit knowledge refers to knowledge

designed according to the instructional design

process

Training design process refers to a

systematic approach for developing training
programs
o Instructional System Design (ISD)

the ADDIE model (analysis, design,

training, given the company's business strategy,

development,

its resources available for training, and support

implementation,

evaluation)
The first stage is to assess needs to determine

if training is needed.
The second stage involves ensuring employees

training.

o
o

have the readiness for training, and they have

content.
Stage 3 addresses whether the training session

knowledge, skill, or ability (a training

issue) or from a motivational or work-

(or the learning environment) has the factors

design problem;
(2) identifying who needs training; and
(3) determining employees' readiness

o
o

necessary for learning to occur.

Stage 4 is to ensure that trainees apply the

employee to understand how to take

improvement.
Stage 5 involves choosing a training method.
o The key is to choose a training method

for

progress can be useful for the other stages.

Keep in mind that designing training
unsystematically will reduce the benefits that can
be realized.

Needs Assessment
-

refers to the process used to determine if

training is necessary.
Needs
assessment

typically

involves

organizational analysis, person analysis, and

task analysis.
Organizational

analysis

involves

determining the business appropriateness of

conducted in any specific order.

needs assessment shows who needs training

skill,

behavior,

or

other

job

requirements.
Needs assessment helps determine whether the
company will purchase training from a vendor or
consultant or develop training using internal

systematic yet flexible enough to adapt to

for employees to complete their tasks.

In practice, organizational analysis, person

knowledge,

be

the

tasks in which they need to be trained plus

objectives.
Stage 6 is evaluationthat is, determining

business needs
Feedback from each stage in the training

identifying

of

and what trainees need to learn, including the

environment to achieve the training

outcomes and/or financial objectives.

The training design process should

analysis includes

lack

analysis, and task analysis are usually not

that will provide the appropriate learning

whether training achieved the desired learning

Task

behaviors that need to be emphasized in training

skill

responsibility

from

important tasks and knowledge, skill, and

personal

result

for training.

on the job as well as getting the

(1) de-termining whether performance

deficiencies

and peers for the use of training content

Person analysis involves

the motivation and basic skills to master training

content of training to their jobs.

o This requires support from managers

by managers and peers for training activities.

Person analysis helps identify who needs

resources.
Organizational analysis
o Three factors need to be considered
before choosing training as the solution
to any pressure point:
o The company's strategic direction
It is important to identify the
prevailing business strategy and
goals to ensure that the
company allocates enough of its
budget
to
training,
that
employees receive training on
relevant
topics,
and
that
employees get the right amount
of training
o The training resources available
It is necessary to identify
whether the company has the

budget, time, and expertise for

training.
o Support of managers and peers for
training activities.
key factors to success are a
positive attitude among peers
and
managers
about
participation
in
training
activities; managers' and peers'
willingness to tell trainees how
they can more effectively use
knowledge, skills, or behaviors
learned in training on the job

If
peers'
and
managers'
attitudes and behaviors are not
supportive, employees are not
likely to apply training content to
their jobs.
Person Analysis
o Helps the manager identify whether
training is appropriate and which
employees need training.
o A major pressure point for training is
poor or substandard performancethat
is, a gap between employees' current
performance
and
their
expected
performance.
o From a manager's perspective, to
determine if training is needed, for any
performance problem you need to
analyze characteristics of the performer,
input, output, consequences, and
feedback.
o If employees lack the knowledge and
skill to perform and the other factors are
satisfactory, training is likely the effective
solution.
o If employees have the knowledge and
skill to perform, but input, output,
consequences,
or
feedback
are
inadequate, training may not be the best
solution.
Task Analysis
o identifies the conditions in which tasks
are performed.
o The conditions include identifying
equipment and the environment the
employee works in, time constraints
(deadlines), safety considerations, or
performance standards.

results in a description of work activities,

including tasks performed by the
employee and the knowledge, skills, and
abilities
required
to
successfully
complete the tasks.
o Job is a specific position requiring the
completion of specific tasks.
o Task is a statement of an employee's
work activity in a specific job.
o Four steps in a task analysis include
identifying the job(s) to be
analyzed,
developing a list of tasks
performed on the job,
validating or confirming the
tasks, and
identifying the knowledge, skills,
abilities, and other factors (e.g.,
equipment, working conditions)
needed to successfully perform
each task.
Ensuring employees readiness for training
o Readiness for training refers to
employee characteristics that provide
employees with the desire, energy, and
focus necessary to learn from training.
o The desire, energy, and focus is referred
to as motivation to learn.
o Motivation to learn influences mastery of
all types of training content, including
knowledge, behavior, and skills.
Creating a Learning environment
o Learning
permanently
changes
behavior.
o For employees to acquire knowledge
and skills in the training program and
apply this information in their jobs, the
training program must include specific
learning principles.
Ensuring transfer of training
Transfer of training
o on-the-job use of knowledge, skills, and
behaviors learned in training.
o transfer of training is influenced by
manager
support,
peer
support,
opportunity to use learned capabilities,
technology
support,
and
selfmanagement skills.
o

learning is influenced by the learning

environment.
o If no learning occurs in the training
program, transfer is unlikely.
Manager Support
o refers to the degree to which trainees'
managers (1) emphasize the importance
of attending training programs and (2)
stress the application of training content
to the job.
Managers can also facilitate transfer through use
of action plans.
Action plan is a written document that
includes the steps that the trainee and manager
will take to ensure that training transfers to the
job.
o Includes:
o (1) a goal identifying what training
content will be used and how it will be
used (project, problem);
o (2) strategies for reaching the goal,
including resources needed;
o (3) strategies for getting feedback (such
as meetings with the manager); and
o (4) expected outcome (what will be
different?).
Peer Support
o Transfer of training can also be
enhanced by creating a support network
among the trainees.
o Support network is a group of
two or more trainees who agree to meet
and discuss their progress in using
learned capabilities on the job.
o Managers may also provide trainees
with a mentora more experienced
employee who previously attended the
same training program.
o The mentor, who may be a peer, can
provide advice and support related to
transfer of training issues (such as how
to find opportunities to use the learned
capabilities).
Opportunity to Use Learned Capabilities
o Opportunity to use learned capabilities
(opportunity to perform) refers
to the extent to which the trainee is
provided with or actively seeks
experience
with
newly
learned
o

o
o

knowledge, skill, and behaviors from the

training program.
Influenced by both the work environment
and trainee motivation.
Is also influenced by the degree to
which
trainees
take
personal
responsibility to actively seek out
assignments that allow them to use
newly
acquired
capabilities.

Technological Support: EPSS and Knowledge

Management Systems
o Electronic
performance
support systems (EPSS) are
computer applications that can provide,
as requested, skills training, information
access, and expert advice.
o may be used to enhance transfer of
training by giving trainees an electronic
information source that they can refer to
as needed as they attempt to apply
learned capabilities on the job.
o Communities of practice are
groups of employees who work together,
learn from each other, and develop a
common understanding of how to get
work accomplished.
Self-Management Skills
o Training programs should prepare
employees to self-manage their use of
new skills and behaviors on the job.
o trainees need to understand that it is
natural to encounter difficulty in trying to
use skills on the job; relapses into old
behavior and skill patterns do not
indicate that trainees should give up.

Selecting Training Methods

-

Needs assessment, a positive learning

environment, and transfer of training are critical
for training program effectiveness.
Presentation Models
o refer to methods in which trainees are
passive recipients of information.
o include traditional classroom instruction,
distance learning, and audiovisual
training.
o These methods ideal for presenting new
facts, information, different philosophies,

and
alternative
problem-solving
solutions or processes.
Instructor-Led Classroom Instruction
o Classroom instruction typically involves
having the trainer lecture a group.
o Classroom instruction remains a popular
training
method
despite
new
technologies such as interactive video
and computer-assisted instruction.
o Traditional classroom instruction is one
of the least expensive, least timeconsuming ways to present information
on a specific topic to many trainees
o Distance
learning
is
used
by
geographically dispersed companies to
provide information about new products,
policies, or procedures as well as skills
training and expert lectures to field
locations
o Distance learning features two-way
communications between people.
Teleconferencing
refers to synchronous exchange
of audio, video, and/or text
between two or more individuals
or groups at two or more
locations
distance learning can include a
virtual classroom.
Webcasting,
which
involves
face-to-face
instruction
provided
online
through live broadcasts.
Both types of distance learning
can also allow trainees to
respond to questions posed
during the training program
using a keypad.
o Advantages:
Company can save on travel
costs.
It also allows employees in
geographically dispersed sites
to receive training from experts
who would not otherwise be
available to visit each location.
o Disadvantage

The potential for lack of

interaction between the trainer
and the audience.
A high degree of interaction
between trainees and the trainer
is a positive learning feature that
is
missing
from
distance
learning programs that merely
use technology to broadcast a
lecture
to
geographically
dispersed employees.
That's why establishing a
communications link between
employees and the trainer is
important.

Audiovisual Training
o Includes overheads, slides, and video. It
has
been
used
for
improving
communications
skills,
interviewing
skills, and customer-service skills and
for illustrating how procedures (such as
welding) should be followed.
o Audiovisual training can easily be made
available
on
desktop
computers,
smartphones, and tablet computers.
o Advantages:
First, users have control over
the presentation. They can
review, slow down, or speed up
the lesson, which permits
flexibility in customizing the
session depending on trainees'
expertise.
Second, trainees can be
exposed
to
equipment,
problems, and events that
cannot be easily demonstrated
in a classroom.
Another advantage is that
learners get a consistent
presentation.
o Disadvantage:
Having too much content for the
trainee to learn, overuse of
humor or music, and drama that
distracts from the key learning
points.

Hands-on Methods
o Training methods that require the trainee
to be actively involved in learning.
o Include
on-the-job
training,
simulations, business games and
case studies, behavior modeling,
interactive video, and web-based
training.
o These methods are ideal for developing
specific skills, understanding how skills
and behaviors can be transferred to the
job, experiencing all aspects of
completing a task, and dealing with
interpersonal issues that arise on the
job.
o On-the-job training (OJT)
Refers to new or inexperienced
employees learning through
observing peers or managers
performing the job and trying to
imitate their behavior.
o can be useful for training newly hired
employees,
upgrading
experienced
employees' skills when new technology
is introduced, cross-training employees
within a department or work unit, and
orienting transferred or promoted
employees to their new jobs.
o Takes
various
forms,
including
apprenticeships and internships.
o Attractive training method because,
compared to other methods, it needs
less investment in time or money for
materials,
trainer's
salary,
or
instructional design.
Apprenticeship is a work-study training
method with both on-the-job training and
classroom training
o The majority of apprenticeship programs
are in the skilled trades, such as
plumbing, carpentry, electrical work, and
bricklaying.
Advantage:
o A major advantage of apprenticeship
programs is that learners can earn pay
while they learn.
o Apprenticeships are usually effective
learning experiences because they
involve learning why and how a task is
performed in classroom instruction

provided by local trade schools, high

schools, or community colleges.
o Usually result in full-time employment for
trainees
when
the
program
is
completed.
o Apprenticeship programs meet specific
business needs and help to attract
talented employees.
Disadvantage:
o that there is no guarantee that jobs will
be available when the program is
completed.
o employers may not hire apprentices
because they believe apprentices are
narrowly trained in one occupation or
with one company, and program
graduates may have only companyspecific skills and may be unable to
acquire new skills or adapt their skills to
changes in the workplace.
Internship is on-the-job learning sponsored
by an educational institution or is part of an
academic program.
o Students are placed in paid positions
where they can gain experiences related
to their area of study.

Simulation is

a training method that

represents a real-life situation, with trainees'
decisions resulting in outcomes that mirror what
would happen if the trainee were on the job.
o Which allow trainees to see the impact
of their decisions in an artificial, risk-free
environment, are used to teach
production and process skills as well as
management and interpersonal skills.
o Avatars refer to computer depictions
of humans that are being used as
imaginary coaches, co-workers, and
customers in simulations.
Virtual reality is a computer-based
technology that provides trainees with a threedimensional learning experience.
o Devices relay information from the
environment to the senses
o Devices also communicate information
about the trainee's movements to a
computer. These devices allow the
trainee to experience the perception of

actually
being
in
a
particular
environment.
Business Games and Case Studies
o Situations that trainees study and
discuss (case studies) and business
games in which trainees must gather
information, analyze it, and make
decisions are used primarily for
management skill development.
o Games stimulate learning because
participants are actively involved and
they mimic the competitive nature of
business.
o A realistic game or case may stimulate
more
learning
than
presentation
methods (such as classroom instruction)
because it is more meaningful.
o Cases may be especially appropriate for
developing higher-order intellectual skills
such as analysis, synthesis, and
evaluation.
o Cases also help trainees develop the
willingness to take risks given uncertain
outcomes, based on their analysis of the
situation.
Behavior Modeling
o One of the most effective techniques for
teaching interpersonal skills.
o Each training session focuses on one
interpersonal skill, such as coaching or
communicating ideas
o The
role-playing
and
modeled
performance are based on actual
incidents in the employment setting in
which the trainee needs to demonstrate
success.
E-Learning
o computer-based training (CBT), online
learning, and web-based training refer to
instruction and delivery of training by
computer through the Internet or the
web.
o Online learning, e-learning, and webbased training all include delivery of
instruction using the Internet or web
o Interactive video is especially valuable
for helping trainees learn technical or
interpersonal skills.

to
directly
translating an instructor-led, face-to-face
training program online.
o Online learning that merely repurposes
an ineffective training program will
remain ineffective.
o The best e-learning combines the
advantages of the Internet with the
principles
of
a
good
learning
environment.
o Effective
online
learning
takes
advantage of the web's dynamic nature
and ability to use many positive learning
features
o Effective online learning gives trainees
meaningful content, relevant examples,
and the ability to apply content to work
problems and issues.
Social Media
o refer to online and mobile technology
used
to
create
interactive
communications allowing the creation
and exchange of user-generated content
o Apps refer to applications designed
specifically for smartphones and tablet
computers.
Apps are primarily being used to
supplement training, manage
the path or sequence of training,
and help employees maintain
training records.
Blended Learning
o refers to combining technology methods,
such as e-learning or social media, with
face-to-face instruction, for delivery of
learning content and instruction.
o capitalize on the strengths of face-toface and technological instruction.
o

Repurposing refers

Learning Management System

o refers to a technology platform that can
be used to automate the administration,
development, and delivery of all of a
company's training programs.
o can provide employees, managers, and
trainers with the ability to manage,
deliver, and track learning activities

The LMS categorizes informal learning

sources such as podcasts, articles, and
video clips with formal learning solutions
including online and classroom-based
courses.
Group or Team-Building Methods
o Training methods designed to improve
team or group effectiveness.
o Training is directed at improving the
trainees' skills as well as team
effectiveness.
o Trainees share ideas and experiences,
build group identity, understand the
dynamics of interpersonal relationships,
and get to know their own strengths and
weaknesses and those of their coworkers.
o Group techniques focus on helping
teams increase their skills for effective
teamwork.
o Group-building methods fall into three
categories: experiential programs,
team training, and action learning.
o Experiential Programs
Involve
gaining
conceptual
knowledge and theory; taking
part in a behavioral simulation
or activity; analyzing the activity;
and connecting the theory and
activity with on-the-job or reallife situations.
The trainees need to be moved
outside their personal comfort
zones but within limits so as not
to reduce trainee motivation or
ability
to
understand
the
purpose of the program.

Clear expectations about the

purpose, expected outcomes,
and trainees' role in the program
are important.
Training programs that include
experiential learning should be
linked to changes in employee
attitudes, behaviors, and other
business results.
o

type of experiential program,

develops
teamwork
and
leadership
skills
using
structured outdoor activities.
appears to be best suited for
developing skills related to
group effectiveness, such as
self-awareness,
problem
solving, conflict management,
and risk taking.
may
involve
strenuous,
challenging physical activities
can also include demanding
activities
that
require
coordination and place less of a
physical
strain
on
team
members.

to succeed, the exercises

should be related to the types of
skills that participants are
expected to develop.
One key to the success of an
adventure learning program may
be the insistence that whole
work groups participate together
so that group dynamics that
inhibit effectiveness can emerge
and be discussed.
Team Training
Coordinates
the

Adventure Learning

performance
of
individuals
who
work
together to achieve a
common goal.
Such
training
is
an
important issue when
information
must
be
shared and individuals
affect
the
overall
performance
of
the
group.
Success
depends
on
coordination of individual
activities
to
make
decisions,
team
performance,
and
readiness to deal with
potentially
dangerous
situations
Team training strategies
include
cross-training

and
coordination
training
Cross-training team members
understand and practice each
other's skills so that members
are prepared to step in and take
another member's place.
Coordination training trains
the team in how to share
information and decisions to
maximize team performance.
Team leader training refers to
training the team manager or
facilitator.
May
involve
training
the
manager how to resolve conflict
within the team or help the
team coordinate activities or
other team skills.

Action Learning
o teams or work groups get an

actual business problem, work

on solving it and commit to an
action
plan,
and
are
accountable for carrying out the
plan.
o action
learning
involves
between 6 and 30 employees; it
may also include customers and
vendors
o Action learning is often part of
quality improvement processes
such as Six Sigma training and
Kaizen.
Kaizen
o refers to practices participated
in by employees from all levels
of the company that focus on
continuous
improvement
of
business processes
o the
Japanese
word
for
improvement, is one of the
underlying principles of lean
manufacturing and total quality
management

Comparing the presentation methods

to the hands-on methods illustrates
that most hands-on methods provide a
better learning environment and
transfer of training than do the
presentation methods.
A final but important consideration is
the training budget.
If you have a limited budget for
developing new training methods, use
structured
on-the-job
traininga
relatively inexpensive yet effective
hands-on method
If you have a larger budget, you might
want to consider hands-on methods
that facilitate transfer of training, such
as simulators.

Evaluating Training Programs

-

Training evaluation can provide useful

information including the program's
strengths and weaknesses, identifying
which learners benefited most and
least from participating, determining
the program's financial benefits and
costs, and allowing the comparison of
the benefits and costs of different
programs.
Examining the outcomes of a program
helps in evaluating its effectiveness.
Training
Outcomes
can
be
categorized as cognitive outcomes,
skill-based
outcomes,
affective
outcomes, results, and return on
investment
(Print Table 7.7)

Advice for Choosing a Training Method

-

One way to choose a training method

is to compare methods
First step in choosing a method is to
identify the type of learning outcome
that you want training to influence.
take into account that, there is
considerable overlap between learning
outcomes across the training methods

Evaluation Designs
-

Designs that use pretraining and

posttraining measures of outcomes

and include a comparison group

reduce the risk that factors other than
training itself are responsible for the
evaluation results.
builds confidence to use the results to
make decisions.
Trade-off is that evaluations using
these designs are more costly and
time-consuming to conduct than
evaluations not using pretraining or
posttraining measures or comparison
groups.

(Refer to Table 7.8)

-

The special training issues include

preparing employees to work in
different cultures abroad, managing
workforce diversity, and socializing
and orienting new employees
Cross-Cultural Preparation
o An expatriate works in a
country other than his or her
country of origin
o Cross-cultural
preparation
educates
employees
(expatriates) and their families
who are to be sent to a foreign
country.
To successfully conduct business in the
global marketplace, employees must
understand the business practices and
the cultural norms of different
countries.
Steps in Cross-Cultural
Preparation
To succeed overseas, expatriates need
to be

1. Competent in their areas of expertise.

-

Many companies are interested in

determining the financial benefits of
learning, including training courses
and
programs and
development
activities - One way to do this is by
determining return on investment
(ROI)
Return on investment (ROI) refers
to the estimated dollar return from
each dollar invested in learning.
o ROI is not a substitute for
outcomes that also provide an
indication of the success or
usefulness of learning such as
trainees' reactions, knowledge
acquisition, or behavior change.
o ROI
is
best
suited
for
outcomes that can be quantified
such as quality, accidents, or
turnover, otherwise you will
have to make a well-considered
educated guess about the value
of the outcome

2. Able to communicate verbally and nonverbally in

the host country.
3. Flexible, tolerant of ambiguity, and sensitive to
cultural differences.
4. Motivated to succeed, able to enjoy the challenge
of working in other countries, and willing to learn
about the host country's culture, language, and
customs.
5. Supported by their families
-

Special Training Issues

-

To meet the competitive challenges of

sustainability,
globalization,
and
technology,
companies
must
successfully deal with several special
training issues.

One reason why U.S. expatriates' often

fail is that companies place more
emphasis on developing employees'
technical skills than on preparing them
to work in other cultures.
The comfort of an expatriate's spouse
and family is the most important
determinant of whether the employee
will complete the assignment
Personality characteristics are related
to expatriates' desire to terminate the
assignment and performance in the
assignment.

Cross-cultural
training
may
be
effective
only
when
expatriates'
personalities predispose them to be
successful in assignments in other
cultures.
The key to a successful foreign
assignment is a combination of
training and career management for
the employee and family

Predepature Phase
-

Employees need to receive language

training and an orientation to the new
country's culture and customs.
o critical that the family be
included
in
orientation
programs
Need information about housing,
schools, recreation, shopping, and
health care facilities in the areas
where they will live.
Cross-cultural
training
methods
include presentational techniques,
such as lectures that expatriates and
their families attend on the customs
and culture of the host country,
immersion experiences, or actual
experiences in the home country in
culturally diverse communities

Managing Workforce Diversity and Inclusion

-

On-site Phase
-

On-site training involves continued

orientation to the host country and its
customs and cultures through formal
programs or through a mentoring
relationship.
Companies are also using the web to
help
employees
on
expatriate
assignments get answers to questions.
A major reason that employees refuse
expatriate assignments is that they
can't afford to lose their spouse's
income or are concerned that their
spouse's career could be derailed by
being out of the workforce for a few
years

Repatriation Phase
-

prepares expatriates for return to the

parent company and country from the
foreign assignment.

Expatriates and their families are likely

to experience high levels of stress and
anxiety when they return because of
the changes that have occurred since
their departure.
Because the company changes and
colleagues, peers, and managers may
leave while the expatriate is on
assignment, they need to maintain
contact with key company and
industry contacts.

Diversity can be considered any

dimension that differentiates a person
from another
o embracing
differences
and
variety including age, ethnicity,
education, sexual orientation,
work style, race, gender, and
more
Inclusion refers to creating an
environment in which employees
share a sense of belonging, mutual
respect, and commitment from others
so they can perform their best work
Diversity training refers to learning
efforts that are designed to change
employee attitudes about diversity
and or/develop skills needed to work
with a diverse workforce
Managing diversity and inclusion
involves creating an environment that
allows all employees to contribute to
organizational goals and experience
personal growth.
o This
environment
includes
access to jobs as well as fair
and positive treatment of all
employees
o The company must develop
employees who are comfortable
working with people from a wide
variety of ethnic, racial, and
religious backgrounds.
Diversity may enhance performance
when
organizations
have
an
environment that promotes learning
from diversity.
Successful diversity requires that it be
viewed
as
an
opportunity
for
employees to
(1) learn from each other how to
better accomplish their work,

(2)
be
provided
with
a
supportive
and
cooperative
organizational culture, and
(3) be taught leadership and
process skills that can facilitate
effective team functioning.
Managers should focus on building an
organizational environment, on human
resource practices, and on managerial
and team skills that all capitalize on
diversity.

Onboarding and Socialization

-

Onboarding, or socialization, refers

to the process of helping new hires
adjust to social and performance
aspects of their new jobs.
important to help employees adjust to
their jobs by establishing relationships
to increase satisfaction, clarifying
goals and expectations to improve

performance, and providing feedback,

coaching, and follow-up activities to
reduce turnover
Effective onboarding involves the four
steps
Connection

Understand and develop working and

interpersonal relations

Culture
Understand company history, traditions,
values, norms, mission
Clarification
Understand job and performance
expectations
Compliance
Understand company policies, rules and
regulations