According to Rue and Byars (2010), “orientation is not a one-time obligation, but an ongoing process” (p. 207). Training of employees can also be defined by this statement. Having an effective orientation and training plan is essential to the success of new employees and the organization as a whole. Ineffective training and orientation creates dissatisfaction with new employees which reduces morale and increases turnover (Giangreco, Sebastiano, & Peccei, 2009). The first step to successful entry of the new employee is planning the orientation.
Orientation starts with the interview. At this time the employee learns about the position, the basic expectations and, in some cases, tours of the work area. This allows the candidate to become familiar with the supervisor and the physical environment. A good impression from both parties sets the stage for a future relationship. Once the candidate has been selected for the position and accepts the job offer, the formal orientation plan can be implemented.
The job description for this orientation and training plan is for a Phlebotomy Tech I (Job Description, 2011). A Phlebotomy Tech I is an entry level position and requires an approved phlebotomy course with an externship or a minimum of six months of prior phlebotomy experience (Job Description, 2011). Orientation is broken down into two separate locations, onsite and offsite.
Offsite orientation is conducted by Human Resources and consists of welcoming the new employee, description of the company and how each employee ties into the roadmap at the organizational level. Behavioral expectations, dress code, benefits, resources for future needs such as leaves of absences, tuition assistance and other personal needs are also covere...
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...ployee, is evaluated by the trainers and the trainee for effectiveness and stays on task to be completed within the required timeframes. The supervisor must also make sure feedback is timely and appropriate. Mistakes need to be corrected, but consistent positive reinforcement needs to be given as well to create trust and to encourage learning (Rue & Byars, 2010).
Works Cited
Giangreco, A., Sebastiano, A., & Peccei, R. (2009). Trainees' reactions to training: an analysis of the factors affecting overall satisfaction with training. International Journal Of Human Resource Management, 20(1), 96-111. doi:10.1080/09585190802528417
Job Description. (2011). Phlebotomy tech I. Laboratory Sciences of Arizona: Human resources.
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Rue, L., Byars, L. (2010). Supervision: Key link to productivity. (10th ed.). New York, NY:
McGraw-Hill/Irwin
Introduction What does it mean to be an effective supervisor? Before taking this class, I thought that if a supervisor is able get their employees to work effectively, and efficiently, then the person is an effective supervisor. I didn’t realize until taking this class that supervisors do so much more. After learning more about the other tasks supervisors do like planning, being effective listeners, and motivating employees, I have a better understanding of effective supervision. I am aware that I have had supervisory experiences.
The changes that I will do in the orientation process is first, I’ll hire new human assets (chapter 1, page 9) that have expertise in the personnel department so they can explain all the benefits to new employee’s so they won’t be confused how Irene was. Secondly, I would not have the supervisor explaining to the new employee’s the rules and job responsibilities, I would have the personnel department go over that with the employee. We need the supervisor to only be responsible for overlooking his or her staff and department not explaining things that the HR or personnel department are responsible for. Then I will have training (chapter 8, page 282) for all employees’s including supervisors so they know how to properly complete their tasks and so they can teach newly hired employees on to complete their tasks. Once our current employees are up to date with training, I’ll then focus on establishing a proper orientation (chapter 8, page 290) with the help of the new human assets in the personnel department. Designing the orientation will be a collaborated with the personnel department so we can all be on the same page on how orientation is going to work with new employees. Orientation will teach the new employees how to complete their job so they won’t make mistake on their tasks that they are responsible for. If Irene would have had a proper orientation then she would have felt more comfortable
Induction programmes are not usually about a specific job the employee will be doing, but the way in which the business works. Then they have off and on the job training, which takes place in different methods. Induction This is the training provided for new employees and in this program they will learn the following: * Where everything around the workplace is such as the essentials which are fire exits, toilets, staff canteen, basically they will get a guided tour of their place of work. * They will go through the employee’s hour of work, who their manager is, name tags, uniform and training which will be provided for them in the future.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Glickman, C. D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135
Through-out the following case study, there were many mistakes made by a new recruit at ABC, Inc. Due to the poor training he received, Carl Robins was inadequately prepared to do his job successfully, nor was he properly prepared to train others. He procrastinated until there wasn’t very long to get everything together for the new recruits’ orientation and didn’t take the chance to admit to his supervisor that he wasn’t ready for the deadline. In order to better understand the gravity of his situation, some background is needed.
For starters, the timing of trainings did not occur when they would have been of the most benefit to trainees. Oftentimes, trainings were scheduled three or more months after the coinciding phase was already in progress; this made for inaccurate and poorly disseminated information from employees to survivors. Secondly, the delivery of training was not adequate in allowing skills learned to be appropriately transferred in the field. Most trainings were crammed into a day or a day and a half, which resulted in important concepts being skimpily covered or simply skipped altogether. Lastly, the work environment was not conducive to transferring of training. The administrative and supervisory staff were not supportive in encouraging or reinforcing skills and competencies taught in trainings. According to Nazli et al (2015, p. 56), social support is one of the strong relationships in the transfer of training and without encouragement from the supervisor, employees become less enthusiastic in performing their duties and lack to transfer training into the
D., Gordon, S. P., & Ross-Gordon, J. M. (2010). SuperVision and instructional leadership (9th ed.). Needham Heights, MA: Allyn & Bacon. ISBN-13: 9780132852135 Gordon, S. P. (1989).
"Phlebotomy Technicians." Exploring Health Care Careers. 3rd ed. Vol. 2. New York: Furgeson, 2006. 712-18. Print.
Knowles, M.S. (1976). Separating the Amatures from the Pros in Training. Training and Development Journal. 30(9). 16.
To combat these and other issues that can arise due to a lack of training, the development of a training program will wan...
The connection between the new worker and the business is a two-way road and extraordinary compared to other approaches related to onboarding. One of the essential objectives of an onboarding procedure is to enable new contracts to adapt to the social and expert desires of their new work with the goal that they can continue serenely and become viable in their parts.
I have focused my research for this literature review on the two topics which I will be looking at for my project; participant reaction to training and participant learning transfer to their personal (work/study) context.
According to ( Marius Meyer Chapter 11 pg 211) Orientation or induction is the process of introducing and integrating a new employee into an organisation and a position.
According to Edwin B Flippo, “Training is the act of increasing the knowledge and skill of an employee for doing a particular job”