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!



Your comments are welcome