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OBJECTIVES OF TRAINING
AND DEVELOPMENT
Improving Quality of
Workforce
Prevents Obsolescence
OBJECTIVES OF TRAINING
AND DEVELOPMENT
Understand information
Learn specific behaviors
concepts, context; develop
FOCUS & actions; demonstrates
judgment; expand
techniques & processes
capacities for assignments
2. INFORMAL TYPE
In smaller organization, the newly hired worker is a
assisted by another employee of the same
department where the former is assigned to work.
RESPONSIBLE FOR ORIENTATION
1. CEO rally employee to do their best.
2. The Head of HR Department acts as
coordinating unit.
3. The Supervisor helps the employee to
adapt with his/her new environment.
LEVELS OF ORIENTATION
Individual Analysis
What are the training needs of each individual
employee in the organization?
METHODS OF IDENTIFYING
TRAINING NEEDS
Training Step
Evaluation Step
TYPES OF TRAINING
Orientation
On-the-job Training
Vestibule Training
Training for Tenured Employees
Subtypes of Regular and
Permanent in the organization
TYPE OF PLACE OF TYPE OF
EMPLOYEES TRAINING PROGRAM
Operative
On-site Formal
Employees
Managerial
Off-site Non-formal
Employees
DEVELOPMENT
1. JOB-SITE METHODS
A number of job-site development methods
are available. A major difficulty with
development that takes place on the job site
is that too often unplanned activities are
regarded as development.
DEVELOPMENT APPROACHES
2. OFF-SITE METHODS
Off-the-job-site development techniques can
be effective because they give the individual
an opportunity to get away from the job and
concentrate solely on what is to be learned.
JOB-SITE METHODS
JOB ROTATION
Job Rotation is the process of shifting an
employee from job to job.
ASSISTANT TO POSITIONS
An Assistant-to-Positions is a staff position
immediately under a manager. Assignments such
as this are useful if trainees have the opportunity
to deal with challenging and interesting
assignments.
JOB-SITE METHODS
COMMITTEE ASSIGNMENTS
Assigning promising employees to important
committees can give these employees a broading
experience and can help them to understand the
personalities, issues, and processes governing
the organization.
OFF-SITE METHODS
CLASSROOM FORCES AND DEGREES
Organizations often send employees to externally
sponsored seminars for professional courses.
These programs are offered by many colleges
and universities and by professional associations.
LECTURE
Lecture is given to enhance the knowledge of
listener or to give him the theoretical aspect of a
topic.
OFF-SITE METHODS
Set goals
Conduct frequent
performance review and
feedback
Career Growth Cycle
Performance
Effort Success
Goals Recognition
Feedback Esteem
COUNSELING
1. JOB COUNSELING
It deals mainly with job-related problems like
habitual tardiness in submission of job
reports and in reporting to work, sub-standard
productivity, significant material wastage,
very sticky superior-subordinate relationship.
TYPES OF COUNSELING
(Problem of the Counselee)
2. PERSONAL COUNSELING
It deals principally with psychological, moral,
religious, social problems affecting the family
and his family.
Ex.: alcoholism, moral turpitude, family and home
problems, etc.
Who Does Counseling?
Supervisor
Counselor
Psychiatrist
COUNSELING APPROACHES
1. DIRECTIVE COUNSELING
The counselee is confused and cannot
himself. He needs somebody to solve his
problem.
2. NON-DIRECTIVE COUNSELING
The counselee has the ability to see through
himself and his problem. He can solve his
problem and thus help himself.
COUNSELING APPROACHES
3. NON-COERCIVE
This is an eclectic approach using directive
and/or non-directive technique depending on
the type of client, problem and the way the
circumstances surrounding the problem and
narrated.
CAREER SCREENING AND
PLANNING
CONCEPT OF CAREER
Career is the pattern of work related
experiences (e.g. job positions, job duties,
decisions, and subjective interpretations
about work related events) and activities over
the span of the persons work life.
CAREER STAGES
1. Growth Stage
2. Exploration Stage
3. Establishment stage
i. Trial Substage
ii. The Stabilization Substage
iii. The Midcareer Crisis
4. Maintenance Stage
5. Decline Stage
CAREER MANAGEMENT MODEL
ASSESSMENT RESEARCH
MAKE DECISIONS
AND SET GOALS
READJUST OR
TAKING ACTION
NEW TRANSITION
CAREER MANAGEMENT MODEL
ASSESSMENT
Clarify and understand your interests, skills, values, and personality.
RESEARCH
Explore career or job opportunities that interest you.
MAKE DECISIONS AND SET GOALS
Evaluate the pros and cons of feasible options and create goals and
timelines.
TAKING ACTION
Write or update your resume, interview, evaluate or accept a job
offer, or begin work or study toward a long-term career goal.
READJUST OR NEW TRANSITION
Assess and regroup, or begin anew.
Presented by:
ANGELO M. MOLINA
ECON 3