A presentation on training motivating newly recruited employees
Download
1 / 51

A Presentation on Training & Motivating Newly Recruited Employees - PowerPoint PPT Presentation


  • 81 Views
  • Uploaded on

A Presentation on Training & Motivating Newly Recruited Employees. By Syed Imtiaz Hussain. Activity 01. Module Introduction. & Introduction of participants. Module Objectives. UNDERSTANDING your employees . . . . Their training needs and their motivation sources

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about ' A Presentation on Training & Motivating Newly Recruited Employees' - leandra-shepard


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
A presentation on training motivating newly recruited employees

A Presentation on Training & Motivating Newly Recruited Employees

By

Syed Imtiaz Hussain


Module introduction

Activity 01

Module Introduction

&

Introduction of participants


Module objectives
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?



Why to train
Why to Train???

Employee’s paradigm:

  • They lack company knowledge in a deeper sense

  • They lack the product knowledge

  • They lack the skills needed to carry on the job effectively and efficiently…


Why to train1
Why to Train???

Management’s paradigm:

  • Environment is Changing

  • Speedy Expansion of organisation

  • Intensified competition

  • Technological Changes

  • Search for improvedProductivity


Why to train2
Why to Train??

  • Does providing them training mean they are insufficient to perform well in the organisation?

    No Yes

  • Training is about making them Company-Specific & Job-Specific?

    No Yes


Initial training is all about
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 about1
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
Who “WE” are?

  • paint manufacturing for almost two centuries

    A RELIABLE PAST, A CONFIDENT FUTURE


Initial training is all about2
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
What “WE” do?

  • About the Product


Initial training is all about3
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
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
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

  • Problemsolving . . . . . . . .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
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
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
Problem-Solving Skills Training

  • Knowledge about Problem causing factors . . . . Assess Causation

  • Knowledge about possible options . . . . Develop Alternatives

  • Analytical skill to evaluate the options . . . . AnalyzeAlternatives

  • Knowledge of selection parameters . . . . SelectSolutions


Interpersonal skills training
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
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
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
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

  • Don’t over talk

  • Make smooth transitions between the roles of speaker and listener


Generally used training tools
Generally used Training Tools

  • Videotapes

  • Lectures

  • One-on-one instruction

  • Role plays

  • Games

  • Computer based learning

  • Audiotapes

  • Self-assessment/ self-testing instruments

  • Case studies



Training methods
Training Methods just discussed?

  • What works best:

    ON-THE-JOB TRAINING

    Or

    OF-THE-JOB TRAINING

    Or

    A blend of both


Train yourself
TRAIN YOURSELF!! just discussed?

“Sharpen the Saw”

Seven Habits of Highly Effective People, Stephen Covey


Motivating newly inducted employees part two
Motivating Newly Inducted Employees just discussed?Part Two


Willingness to exert just discussed?HIGH levels of effort toward organisational goals, conditioned by the effort’s ability to satisfy some individual need


Twyla dell writes of motivation an honest day s work 1988

"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
What Motivation will do for organisation? 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."

  • 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
Point to Pause! 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."

If no customer = no profit no profit = no business

this means:

no customer = no businessTherefore customers ARE the business!

So the Ones in direct contact with customers are as important as the customer themselves


Point to pause1
Point to Pause! 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."

External Customers

People who directly serve External customers

People who serve the Internal customers


Vicious slide downwards vsd
Vicious slide downwards - VSD 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."

  • Poor service leads to…

  • Upset customers… leads to…

  • Negative word of mouth… leads to…

  • A lousy reputation… leads to…

  • Fewer customers… leads to…

  • Lower profits…leads to…

  • Reduced income for employees… leads to…

  • Frustrated managers… leads to…

  • Unhappy staff… leads to…

  • Poor service…leads to…


Victorious ride upwards vru
Victorious ride upwards - VRU 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."

  • Great service leads to…

  • Enthusiastic staff… leads to…

  • Motivated managers… leads to…

  • Higher profits… leads to…

  • Higher income for employees… leads to…

  • More customers…leads to…

  • An excellent reputation… leads to…

  • Positive word of mouth… leads to…

  • Delighted customers… leads to…

  • Great service…leads to…


Career stages
Career Stages 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."


Career stages what motivates when
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

Motivating Employees motivates when?

The organisation’s responsibility



1 personal vision
1- Personal vision motivates when?

  • 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", July 2, 1956


2 how you see your self
2 – How you see your “self”? motivates when?

  • 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
3 – Paradigm of Interdependence motivates when?

“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
Link reward to success motivates when?


4 building passion to perform
4 – Building Passion to perform motivates when?

  • 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
5 – Management as Role Models motivates when?

  • 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
. . . .Contd motivates when?

  • 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
6- Give them direction to move motivates when?

  • 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 don’t much care where…”, said Alice.

    “Then it doesn’t matter which way you go”, said the cat.

      Alice in Wonderland, Lewis Carroll


An employee will feel motivated if provided
An Employee will feel motivated if provided. . . motivates when?

  • Tools to do the Job

  • Office Atmosphere

  • Peer Support

  • Corporate Culture

  • Compensation

  • Benefits

  • Recognition

  • Identification

  • Empowerment

  • Leadership

  • Having Fun


Motivation vs satisfaction
Motivation Vs Satisfaction motivates when?

  • 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
For more on the topic you may refer to: motivates when?

  • Organizational Behavior

    Stephen. P Robbins

  • Seven Habits of Highly Effective People

    Stephen Covey


T hank y ou your comments are welcome
T motivates when?hank you!Your comments are welcome


ad