cases-for-employee-training(1).docx

Importance of trainingNature of training and development/view/fd130ddb50e2524de5187e0a.htmlEthicsThere is need for imparting greater ethical orientation to a training and development programme. There is no denial of the fact that ethics are largely ignored in businesses. Unethical practices abound in marketing, finance and production function in an organization. They are less see and talked about in the personnel function. If the production, finance and marketing personnel indulge in unethical practices the fault rests on the HR manager. It is his/her duty to enlighten all the employees in the organization about the need of ethical behavior.Case：White Collar CrimesThe findings of the KPMGs fraud survey for 1998, confirm the prevalence of white collar crimes in corporate India. The survey has pegged the loss due to delinquencies at Rs.200 crores but KPMG feels that it is only the tip of the iceberg. According to the study, 66% of the respondents feel that the frauds will increase.Respondents have cited kickbacks and expenses accounts as the most frequent types of internal frauds, and patent infringements, false representation and secret commissions as the most favored external crimes. Among management frauds, window dressing of balance sheets is the hot favorite followed by more creative ones like fudging MIS and giving wrong information.Decisions Making and Problem Solving SkillsDecision making skill and problem solving skills focus on method and techniques for making organizational decisions and solving work-related problems. Learning related to decision-making and problem-solving skills seeks to improve trainees abilities to define structure problems, collect and analysis information, generate alternative solution and make an optimal decision among alternatives. Training of this type is typically provided to potential managers, supervisors and professionals.case Training inputs at HLLThe training and development affords at HLL are designed to develop the following:1. Helping employees satisfy personal goals through higher level of skills and competencies2. Facilitating higher contribution at there present jobs and preparing them for the next level of responsibilities3. Developing individuals and teams to meet the total needs of the organizationJob Orientation1. /cs/orientation/qt/tipneonew.htmThe best orientation I have ever known was instituted at Edgewood Tool and Manufacturing. Every manager who hired a new employee was required to write a 120 day orientation for the new employee. It involved one action a day. Actions included meeting the Director of Quality, calling on a customer and having lunch with the CEO. You can bet that new employee was thoroughly welcomed and integrated into the organization after 120 different orientation events.2. /od/retention/a/keepnewemployee_2.htmOne such example is Mecklenburg Countys (North Carolina) success in revamping its employee orientation program. The employer wanted to live up to its credo of employees being the organizations greatest resource. In 1996, as part of a larger initiative to redesign services to meet customer needs, the Mecklenburg County Human Resources Department staff made a smart decision. They viewed new employees as part of their customer base and asked their customers what they wanted.Employees were asked what they wanted and needed from orientation. They were also asked what they liked and didnt like about orientation. New employees were asked what they wanted to know about the organization. Additionally, the organizations senior managers were asked what they believed was important for employees to learn when joining the county payroll.Using feedback collected from employees, Mecklenburgs HR training staff first realized that meeting employees needs required more than a half day training session. Trusting employee feedback, the trainers crafted a one-day orientation that gave employees what they said they wanted and what senior management believed employees needed to know. Essentially, the orientation mix now includes the less exciting topics such as W-2s and various policies and procedures, but it also includes details that let the employee know something about the organization.3. /orientation/orient%20article.htmlBecause orientation is an ongoing process, information is given to the new employee closest to the time it is needed. For example, if the employees health benefits vest 30 days from the start date, a benefits orientation is not needed during the first day or first week of employment. Many companies separated benefits from other orientation information. A separate meeting, if held in the evening, allows spouses to attend and participate in the selection of a specific health plan.lAdult learning concepts are known and used to guide orientation. If an organization wants its employees to use their initiative and exercise judgment, then a self-directed NEO is appropriate. Several successful NEO programs gave the new employee a list of tasks to accomplish, a deadline and the time and resources to complete the tasks. For example, a manufacturing organization gives the new hourly employee a checklist to be completed in 5 days. Items on the checklist include finding bulletin boards, safety and first aid supplies, and signing completed forms. Another organization gives its new middle managers and staff people a list of key co-workers to interview. A self-directed workbook suggests questions for the interviews. Sample questions are: 1) What do you expect from me when we work together? 2) What are your job and task goals and how do they affect me? Many unsuccessful NEOs spoon feed all information to the new employee. This process often gives the impression to the employee that the organization will tell you everything you need to know . . . just wait for it to come to you. If you want new employees to work independently, at least part of their orientation should be his or her responsibility.lAudiovisual components of successful NEO programs provide emphasis to the program and provide a positive message. Frequently successful videos or slide tape presentations were used to describe the organizations culture, history and philosophy. Although the temptation is to put as much as you can on video, the content needs to be lasting. For example, benefits are best presented live if they are likely to change each year. The organizations history is not likely to change, but give the current executive group in written form on an organization chart. Guest speakers who deliver a consistent message and find attending every session of NEO are also good candidates for video.Orientation checklisthttp:/www.ccohs.ca/oshanswers/hsprograms/orientation.html#_1_1Below is a sample orientation checklist. Be sure to customize it for your workplace. EMPLOYEE ORIENTATION CHECKLISTAreas to be Covered DescriptionCompletedYesNoCompany Safety Rules Explain safety rules that are specific to your company.Company PoliciesExplain the health, safety and wellness policies of your company.Previous TrainingAsk the employee if she/he has taken any safety training.TrainingProvide any necessary safety, environmental, compliance or policy/procedural training.Health and SafetyInform the health and safety specialist that a new employee has joined the company who may need safety training. Arrange for this training and education to occur.Potential hazardsTour your work areas and facility and discuss associated work area hazards and safe work practices.Emergency ProceduresShow and explain how to use emergency eyewashes and showers, first aid kits, fire blankets, fire extinguishers, fire exits and fire alarm pull boxes, as applicable. Demonstrate the evacuation procedures.Toxic ProductsIdentify workspaces where hazardous materials are used, stored or disposed. Provide training as necessary.Food and BeveragesExplain that food and beverages are only permitted to be stored in refrigerators clearly labelled FOOD ONLY.Emergency Notification FormHave employee complete the Emergency Notification form. Keep a copy for your files and send a copy to your Emergency Coordinator.WHMISIdentify the location of the Material Safety Data Sheets (MSDSs). Review the MSDSs for all hazardous materials to be used by the employee. Explain hazardous material labelling requirements. Conduct job specific training.Emergency EvacuationReview the companys Emergency Evacuation Plan and explain the evacuation signals and procedures, point out proper exit routes and the designated assembly area for your Branch.Personal Protective Equipment (PPE)Review the PPE program if the employee will be required to wear protective equipment. Issue appropriate personal protective equipment (PPE) that must be worn as required by the work being performed.In Case of Injury or IllnessReview the reporting procedures in the event of an injury and/or accident.Health and Safety CommitteeSupply a copy of the facility telephone list with names of Safety Committee Members highlighted. Identify the location of the safety bulletin board. Explain how the employee can participate in the health and safety process (e.g., report hazards)General Rights and ResponsibilitiesExplain worker rights and responsibilities as granted by legislation. (See the section of our OSH Answers on Legislation for more details.)Emergency Contact Provide a list of names, addresses, phone numbers and fax numbers of the persons who must be contacted in case of emergency.Document Maintain a record of the orientation.Employee Name: Date: Supervisors Signature: E-training1. Case： Training goes Techno-Savvy/view/fd130ddb50e2524de5187e0a.html、In todays electronic world, the World Wide Web (WWW) is all pervasive. The internet and intranet are changing the face of training and learning. Using a PC, a modem and a web browser, it has become possible to learn online.Web-based courses through distance learning are virtual. An employee can simply connect to the Internet study the syllabus options available, and enroll for the courses electronically. He or she can then receive a. course work online and even take tests and advance to the next level-all from his or her own house. Global giants like Motorola and Ford Motor are reaping the benefits of virtual learning. Employees of Motorola have access of self-paced computer based training (CBT) material through the firms Intranet Motorola offers nearly one hundred online courses, mostly in information technology.Virtual learning presents its own challenges. The biggest being an infrastructure to connect the entire organization across the seven seas. Web servers, ISDN lines, laptops, and personnel computers are the basic requisites. But these facilities will payoff in the long-run. Firms investing in virtual learning technologies can slash their training budgets by 30 to 50 per centLearning through the web can be very convenient for employees. There are no fixed schedules or limitations of time. One can attend the course at home, in the evening when one is at leisure, or while traveling to work. The learners do not have to depend on the trainers availability. It is not just the technical programs: soft skills can also be learnt electronically.One firm used a CDROM manual to impart soft-skills like performance management, coaching, and interviewing skills. The CDROM based training was supplemented with shared learning via teleconferencing, where managers discussed key learnings and asked for clarifications. Face to face, role-playing exercises were added for the human touch.One advantage of computer-based soft-skills training is that it helps maintain anonymity in situations that may be discomforting for trainees. For example, role playing exercises, may call for sharing personal information with strangers. This can be avoided in a virtual-learning setting, till the time the learner becomes more open and flexible.It reads like who is who in using virtual learning. Motorola and Ford are only the two. There are others too. IBM, for example, has a virtual university, IBM Global Campus, to provide its employees continuous skills-driven-Learning opportunities via the corporate intranet across the globe.Federal Express has turned to interactive multimedia for a more effective training system. Employees have the facility to get training via personnel computers during regular working hours at any time convenient to them.Texas Instrument has been using satellite-based and CBT for a long time. The firms satellite broadcast links employees in countries all over the world, including Germany, Italy, France, England, Japan, and India.Boeing delivers interactive training to its 22,000 managers globally through a communication service that uses the satellite broadcast technology. One application of the service was a short strategic planning skills course for employees in Boeing offices in US, Japan, Australia, and Western Europe. The course participants viewed the workshops on monitors in corporate conference rooms as well as on large-screen video-projection equipment in auditoriums. The online training was supplemented with small-group work with a site facilitator,presentations via satellite from Boeing experts, workbook exercises, and audio interaction with instructors. Boeing reported savings of $ 9 million in travel costs alone.E-learning refers to the use of Internet or an organizational intranet to conduct training on-line. E-learning is becoming increasingly popular because of the large number of employees, who need training. Take Wipro, for example, out of its 17,500 employees, 2,500 are on site and 15,000 employees are in off-shore centers at Bangalore, Hyderabad, Chennai, Pune and Delhi. How to organize training for all these? Wipro also has a policy of subjecting any employee for a two-week training every year. E-learning helps Wipro considerably. Similarly, at Satyam nearly 80% of the 9,000 employees are logged into the in-house learning management system for various courses. Infosys has almost 10% of its total training through e-Learning.On the job trainingCase of an electronic manufacturing plant/p-433970029.htmlThis case study of on-the-job training-the only one of its kind-was conducted in a stockroom at an electronics manufacturing plant that employs 500 people. The company is a world-class manufacturer of radio frequency connectors, many custom-made for military and civilian uses. Just before our research, the company installed a database computer system, known as Manufacturing Resource Planning or MRP, that was designed to monitor inventory levels and provide a measure of control over production processes. The great variety of items made by the company-20,000 component parts assembled into about 8,000 finished goods-adds up to a significant inventory to manage. The MRP program was designed to keep track of this inventory. Except for the highest ranks of stockroom material handlers, the companys official job descriptions treat the stockroom positions essentially as that of unskilled labor. Wage rates and hiring practices follow accordingly. A contradiction arises, however, between these practices and the intellectual demands of the work which have increased with the new MRP system. MRP maintains an electronic record of all transactions made in the stockroom. These transactions are significant to the functioning of the company; based on the data fed into it, the system recommends purchases for future production needs and prepares a production schedule. The effects, therefore, of inaccurate counting, computing, or recording in the stockroom can be severe, with immediate consequences for the production process and with compounded consequences as incorrect data moves through the system. Stockroom employees are engaged in a variety of tasks requiring literacy and math skills as a part of their routine work. In addition, they need to be continually alert to discrepancies between stockroom records and computer data. They need to find problems and, in order to troubleshoot them, they need to understand how the computer thinks as well as how stockroom procedures work. The company officially recognizes that new hires need training, and training is an explicit category of activity within the stockroom. Experienced workers are not simply told to keep an eye on or work alongside of new workers, but are explicitly told to train them. Training, however, is not included in workers job descriptions, and they do not get paid extra for it. In six months of intense observations, the most strikingoccurrence was that within a brief period of ten weeks, the bulk of the training responsibility passed to brand-new trainees, three of whom had not yet completed their own probationary periods. Various trainers, in fact, appeared less propelled by considerations of what the new worker needed as by how training could be managed within the ongoing workload of the stockroom. Practical considerations, such as who was around or how pressing the workload was, or how many workers were available, seemed to dictate training choices. For example, during our period of observations, all experienced workers (six, when our study began) either left or were transferred out of the stockroom. As a result, the distance between trainer and trainee narrowed in practice to a point where the placement of individual workers in one category or the other became almost arbit