This document discusses training and motivating newly recruited employees. It covers:
1. The importance of training new employees on company, product, and job knowledge to orient them and make them effective.
2. Assessing training needs through surveys to identify skills that need development, such as technical, problem-solving, and interpersonal skills.
3. Different training methods that can be used including lectures, role-playing, and on-the-job versus off-the-job training.
This document discusses training and motivating newly recruited employees. It covers:
1. The importance of training new employees on company, product, and job knowledge to orient them and make them effective.
2. Assessing training needs through surveys to identify skills that need development, such as technical, problem-solving, and interpersonal skills.
3. Different training methods that can be used including lectures, role-playing, and on-the-job versus off-the-job training.
This document discusses training and motivating newly recruited employees. It covers:
1. The importance of training new employees on company, product, and job knowledge to orient them and make them effective.
2. Assessing training needs through surveys to identify skills that need development, such as technical, problem-solving, and interpersonal skills.
3. Different training methods that can be used including lectures, role-playing, and on-the-job versus off-the-job training.
This document discusses training and motivating newly recruited employees. It covers:
1. The importance of training new employees on company, product, and job knowledge to orient them and make them effective.
2. Assessing training needs through surveys to identify skills that need development, such as technical, problem-solving, and interpersonal skills.
3. Different training methods that can be used including lectures, role-playing, and on-the-job versus off-the-job training.
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A Presentation on
Training & Motivating
Newly Recruited Employees By Syed Imtiaz Hussain
Module Introduction & Introduction of participants
Activity 01 Module Objectives UNDERSTANDING your employees . . . . Their training needs and their motivation sources
How to train newly recruited staff . . . . . . A decision between Effectiveness & Efficiency?
From where does the Motivation for a New comer comes?
Can Training be used as a motivation factor?
Training Newly Inducted Employees Part One Why to Train??? Employees paradigm: 1. They lack company knowledge in a deeper sense
2. They lack the product knowledge
3. They lack the skills needed to carry on the job effectively and efficiently
Why to Train??? Managements paradigm: 1. Environment is Changing
2. Speedy Expansion of organisation
3. Intensified competition
4. Technological Changes
5. Search for improved Productivity
Why to Train?? 1. Does providing them training mean they are insufficient to perform well in the organisation? No Yes
1. Training is about making them Company-Specific & Job-Specific? No Yes
Initial Training is all about. . . Orientation of the Company
Telling them about: Who we are . . . . . . (Company Knowledge) & What we do. . . . . . (Product Knowledge)
And Telling them How YOU are going to do what we do. . . . . . (Job Knowledge) Initial Training is all about. . . Orientation of the Company
Telling them about: Who we are . . . . . . (Company Knowledge) & What we do. . . . . . (Product Knowledge)
And Telling them How YOU are going to do what we do. . . . . . (Job Knowledge) Who WE are? paint manufacturing for almost two centuries
A RELIABLE PAST, A CONFIDENT FUTURE
Initial Training is all about. . . Orientation of the Company
Telling them about: Who we are . . . . . . (Company Knowledge) & What we do. . . . . . (Product Knowledge)
And Telling them How YOU are going to do what we do. . . . . . (Job Knowledge) What WE do? About the Product
Initial Training is all about. . . Orientation of the Company
Telling them about: Who we are? . . . . . . (Company Knowledge) & What we do?. . . . . . (Product Knowledge)
And Telling them How YOU are going to do what we do?. . . . . . (Job Knowledge) How YOU are going to do what we do? An employee may be perfect but his/her skills may not be perfect!
For carrying on the job in most effective way employee skills need to be developed
What skills do we train? & How do we know which area needs to be developed most?
TNA; Training Need Assessment is an effective tool to measure the level of training needs of the newly recruited staff. TNA can be easily carried out during the interviews, test or Forms designed to test the competency level of a candidate.
Skill Categories
Basic Literacy . . . . . . . . . . Tested in recruiting the staff Technical . . . . . . . . . . . . . Since they are newly inducted, it goes without saying that ALL OF THEM need to be trained technically about the Product, Prodedures Problem solving . . . . . . . .For non routine jobs, problem solving becomes more important. And its an integral part of self- managed teams and TQM Interpersonal . . . . . . . . . . This area is an Opportunity or will be a Threat if not measured and bridged through training them
Technical Skills Training Training of the product itself
Training of using/application of the product
Training of implications the product proposes
Training of potential problems related to the product
Communicating the solution to customer (Interpersonal skill) Technical Skill Training in Berger The principle cause for technical training is: Know Your Product First ! it is of prime importance to Sales staff.
Hands-on technical laboratory experience
Practical application of the paints
Learning the best ways of applying paints
Learning the Tips & Techniques that yield impressive results.. Problem-Solving Skills Training Knowledge about Problem causing factors . . . . Assess Causation
Knowledge about possible options . . . . Develop Alternatives
Analytical skill to evaluate the options . . . . Analyze Alternatives
Knowledge of selection parameters . . . . Select Solutions
Interpersonal Skills Training Learning how to be a better listener
How to communicate ideas more effectively?
How to be an effective team player?
Diversity training . . .managing and valuing diversity Awareness training . . . Understanding the need of managing diversity Skill-building training . . . . Understanding the cultural differences Let us take an example. . . Learning how to be a better listener
How to communicate ideas more effectively
How to be an effective team player
Diversity training . . .managing and valuing diversity Awareness training . . . Understanding the need of managing diversity Skill-building training . . . . Understanding the cultural differences How to be a better Listener? Seek First to understand and then to be understood Seven Habits of Highly Effective People, Stephen Covey
Are Hearing & Listening same?
Take a sales scenario: A newly recruited Sales Representative needs to be trained on how to listen customer effectively
Listening effectively or patiently . . . What is better? Effective Listening give the customer an impression that you are Interested in what he/she is complaining about & you are deeply concerned about it & you are eager to solve that problem the customer is facing Effective Listening - 8 Behaviors Make eye contact Exhibit affirmative head nods and appropriate facial expressions Avoid distracting actions or gestures Ask questions Paraphrase Avoid interrupting the speaker Dont over talk Make smooth transitions between the roles of speaker and listener Generally used Training Tools Videotapes Lectures One-on-one instruction Role plays Games Computer based learning Audiotapes Self-assessment/ self-testing instruments Case studies What is the best & easiest tool for Effective Listening we just discussed? Role Plays Training Methods What works best:
ON-THE-JOB TRAINING Or OF-THE-JOB TRAINING Or A blend of both
TRAIN YOURSELF!! Sharpen the Saw Seven Habits of Highly Effective People, Stephen Covey Motivating Newly Inducted Employees Part Two Willingness to exert HIGH levels of effort toward organisational goals, conditioned by the efforts ability to satisfy some individual need "The heart of motivation is to give people what they really want most from work. The more you are able to provide what they want, the more you should expect what you really want, namely: productivity, quality, and service."
Twyla Dell writes of motivation, (An Honest Day's Work (1988)) What Motivation will do for organisation? A positive motivation philosophy and practice should improve productivity, quality, and service. Motivation helps people: Achieve goals Gain a positive perspective Create the power to change Build self-esteem and capability Manage their own development and help others with theirs
Point to Pause! If no customer = no profit
no profit = no business
this means:
no customer = no business
Therefore customers ARE the business! So the Ones in direct contact with customers are as important as the customer themselves Point to Pause! External Customers People who directly serve External customers People who serve the Internal customers Vicious slide downwards - VSD Poor service leads to Upset customers leads to Negative word of mouth leads to A lousy reputation leads to Fewer customers leads to Lower profitsleads to Reduced income for employees leads to Frustrated managers leads to Unhappy staff leads to Poor serviceleads to Victorious ride upwards - VRU
Great service leads to Enthusiastic staff leads to Motivated managers leads to Higher profits leads to Higher income for employees leads to More customersleads to An excellent reputation leads to Positive word of mouth leads to Delighted customers leads to Great serviceleads to Career Stages Career Stages - What motivates when? Establishment: Learning and knowledge is important Experience in a reputable organization Mid career Job growth and recognition on job as well as outside Supporting family/ living standard, peace of mind Late career Higher position in hierarchy (space for growth) , Chance to use experience and transfer of knowledge learnt Exercise power Decline Preparing for retirement High delegation Benefits like pension, gratuity, plot, hajj schemes etc Motivating Employees The organisations responsibility
A perfect Life-Job match creates motivation Life Vision
Plan from vision to action steps Career, Personal & Learning Objectives
Short-Term Goals
Decision-making starts with vision. In order to set career and personal goals, take some time now and incorporate the knowledge you have of yourself and visualize what you want your life to look like. In the best of all worlds, where would you be living? Who would you be living with? What would your relationships be? What would you be doing in work and in leisure? What kind of lifestyle would you want?
Action Steps
Execute from action to vision
1- Personal vision Cultivating Pro-activity A move from Reactivity towards Pro-activity From Outside-in to Inside-out
Begin with the end in mind "Always design a thing by considering it in its next larger context -- a chair in a room, a room in a house, a house in an environment, an environment in a city plan. Eliel Saarinen, "Time", J uly 2, 1956
2 How you see your self? Self-efficacy: Confidence in the ability to cope with life's challenges. Self- efficacy leads to a sense of control over one's life
Self-respect: Experience oneself as deserving of happiness, achievement and love. Self-respect makes possible a sense of community with others 3 Paradigm of Interdependence Interdependence is a higher value than independence Seven Habits of Highly Effective People, Stephen Covey
Creating harmony in work environment
Think Win/Win Interpersonal leadership
Working Together, Winning Together Win/Win/Win
Creative cooperation - Synergy Link reward to success 4 Building Passion to perform Link reward to Performance
Skill-based compensation plans
Flexi worksheets
Effective Delegation - Involvement in decision making
Variable pay plans
Creating opportunities for them to Learn & Grow
5 Management as Role Models Act as if you have high self-esteem Your behaviors, beliefs, attitudes, and example are a powerful role model for staff members. How you look, talk, present yourself, and act send the most powerful message possible to all staff members Practice personal integrity and fairness Model it and expect it from others. People who feel they can tell the truth, without fear of reprisal, grow as they experiment and experience success and failure Provide frequent feedback Frequent feedback that reinforces what people do well and corrects the approaches that need improvement Learn what staff members feel good and positive about doing Maximize their opportunity to contribute in these activities Provide assignments that stimulate growth Ask people to stretch beyond what you have observed them doing in the past. Challenge staff members. Negotiate goals which are realistic, yet a stretch
. . . .Contd Provide positive reinforcement Provide positive reinforcement rewards, and recognition to reinforce the standards and practices you believe your staff members are capable of achieving Create an environment in which people practice self- responsibility Show that you trust them to report production numbers, deal with employees who are not contributing to the team effort, and succeed and/or fail at implementing new ideas Demonstrate that it is okay to disagree with the supervisor Allow the implementation of new ideas, even if they are different than yours. Praise when the approach works and ask the employee to implement more good ideas Provide clear expectations about performance standards Provide clear expectations about performance standards to all employees and express your sincere belief that they can meet or exceed these standards. Publicly chart progress Publicly chart progress of the participants to create an ongoing sense of competition
6- Give them direction to move If they see their path clearly they will be more motivated to move
Would you tell me, please, which way I ought to go from here? That depends a good deal on where you want to get to, said the cat. I dont much care where, said Alice. Then it doesnt matter which way you go, said the cat. Alice in Wonderland, Lewis Carroll
An Employee will feel motivated if provided. . . Tools to do the Job Office Atmosphere Peer Support Corporate Culture Compensation Benefits Recognition Identification Empowerment Leadership Having Fun Motivation Vs Satisfaction The opposite of satisfaction is no satisfaction & not motivation Motivation is something more than mere satisfaction
If satisfaction is I am doing well state Than Motivation is I m delighted state
So you need to do something more to Delight your employees
For more on the topic you may refer to: Organizational Behavior Stephen. P Robbins Seven Habits of Highly Effective People Stephen Covey Thank you!