Chapter 7

1 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Sources
 STAFFING ORGANIZATIONS, Seventh Edition by Herbert G. Heneiman, Timothy A. Judge , John D.
Kammeyer-Mueller(633-36, 62 to 70)

 INTERVIEWING, SELECTING &ORIENTING NEW EMPLOYEES, Fourth Edition by Daniel Arthur (287-307)

 RECRUITING, INTERVIEWING, SELECTING &ORIENTING NEW EMPLOYEES, Fourth Edition by DIANEL

ARTHUR (310-321)

 https://www.efrontlearning.com/blog/2018/03/components-great-recruiter-training-
program.htmlhttps://www.efrontlearning.com/blog/2018/03/components-great-recruiter-training-
program.html

 https://resources.workable.com/tutorial/interview-training-hiring-managers

2 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Outline:
 Significance and
 methods of Orientation Program,
 Outsourcing Recruitment and Selection Activities,
 The partner program
 Online orientation
 Blended learning
 Onboarding
 Recruitment from Employer perspective: Training for recruitment &selection;


3 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Objectives
From this, students will be able to learn about
 Significance and methods of Orientation Program,
 Benefits of orientation program
 How to prepare orientation programs
 Significance of Outsourcing Recruitment and Selection Activities
 What are the potential benefits
 What different programs and techniques/approaches can be adopted instead of traditional orientation program.
 The partner program and its benefits
 What factors need to be considered while selecting a partner
 Online orientation and its important components
 Blended learning and its process
 Onboarding and categories adopted by managers for managing relationship between onboarding and
relationship with their employees
 Training for hiring managers;

4 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Questions
 Define orientation. What are the types of orientation programs?
 What are the benefits of orientation programs for employees and employers?
 Define outsourcing? What are the benefits of outsource HR activities?
 What are the different other approaches of orientation of new hires? Write a brief note
partner programs and onboarding.
 What factors need to be considered while selecting a partner for partner program?
 Define online system of orientation. What key components are typically appear in most
company’s online systems?
 How the concept of blended learning might apply to organizational orientation? Write its process.
 With regard to the relationship between onboarding and a closer connection between managers
and their employees, what critical categories should managers adopt?
 What kind of trainings can be provided to hiring manager for effective recruitment and selection
process?

5 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Outsourcing
ü Outsourcing refers to contracting out work to a vendor or third-party administrator. There are
many examples of the outsourcing of specific staffing activities. These include seeking temporary
employees, executive search, drug testing, skill testing, background checks, conducting job fairs,
employee relocation, assessment centers, and affirmative action planning.

ü Many factors are driving organizations to consider outsourcing of HR activities generally. Among
the most prominent factors are cost reduction; the growing cost of technology acquisition,
maintenance, and upgrading; need for improved service quality; resource availability from
vendors; special expertise of vendors; and flexibility to meet changing needs.

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ü Despite these driving forces, there is also resistance within the organization to outsourcing. Among these internal
barriers are a questionable cost-benefit justification, resistance within HR and from line management, inadequate
readiness of people or systems, fear of a lack of control, and lack of outsourcing experience.

ü Careful selection a vendor or service provider.

ü There are many issues to discuss and negotiate. The factors include: the actual staffing services sought and provided,
client control rights(e.g., monitoring of the vendor’s personnel; software to be used), fees and other costs, guaranteed
improvements in service levels and cost savings, benchmarking metrics and performance reviews, and willingness to
hire the organization’s own employees to provide expertise and coordination.

7 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Benefits of Outsourcing
1. Focus on your Core Business
2. Save Money
3. Find the Best Candidates.
4. Save Time
Major Issue:
ü When considering outsourcing staffing and recruitment processes, it’s important to be
selective. If you choose a bad recruiter, it can tarnish the process and end up costing money
in the long run.

ü A bad fit in a recruiter often leads to bad hires that can impact your bottom line. Make sure
you vet a recruitment specialist, request references, and thoroughly discuss expectations
before entering into a contract

8 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Employment Orientation
ü Orientation is the process of bringing employees up to speed on organizational policies, job roles
and responsibilities and other organizational attributes and concepts that will help them transition
efficiently into the position.
ü Orientation is important because it:

ü Provides the new employee with concise and accurate information to make him/her more
comfortable in the job;
ü Encourages employee confidence and helps the new employee adapt faster to the job;
ü Contributes to a more effective, productive workforce;
ü Improves employee retention; and
ü Promotes communication between the supervisor and the new employee.

9 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Benefits for Employee Benefits of Orientation Programs to
Employers
The list of items that most employees want to know § To begin with, orientation sets the tone
about include: for overall effective employer/employee
§ Clothing. relations.
§ Parking. § Employers view this forum as an
opportunity to convey their strong
§ Office Location. commitment to the well-being and
§ Supplies and Equipment. development of the company’s
workforce.
§ Phones. § Demonstrate your dedication to the
§ Computers. development of the workforce by
describing some of the employee-
§ Food. friendly programs in place.
§ Select examples that go beyond what
employees are likely to expect, like basic
medical coverage, to demonstrate how
great it is to work for your organization.
10 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)
 Preparation
ü Preparation has consisted of sending a letter to the new hire.
ü Communicating news of the new hire to existing staff about one week before his start date.
Around this same time, HR should complete all pre-hire forms and set up any necessary
files, including payroll and benefits.
ü HR should also determine when the new employee will be scheduled to participate in the
organizational orientation, communicating this information to his manager.
ü Meanwhile, the manager has an important preparatory task to perform: He /she needs to
make ready the employee’s workstation or office for his arrival.

11 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Agenda
ü The agenda could be more detailed and extend beyond the first day, depending on what the
manager has planned; what matters is that the employee has some sense of what to expect.
ü Essential Supplies.
ü Map/Floor Plan.
ü Organizational and Departmental Charts.
ü Reading Materials.

ü Access Materials.
ü Food/Beverage Locations.
ü Discussion is an important element of an effective orientation program, the number of participants should be
limited to a maximum of twenty.

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 ü Basically, all topics covered during an organizational orientation fall into
one of two categories:
ü what employees can expect from the organization and
ü what the organization expects to receive from employees.

ü Beyond these two broad areas, organizations can choose from a wide selection of
additional topics, suitable to their work environment and relevant to a particular
group of participants.

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 Types: Organizational Orientation
ü Organizational orientation is a process—not an event to be accomplished in a day or even
a week. Indeed, consultant says it can take up to a year for an employee to feel fully
integrated into a new company.

ü While orientation programs are designed with new employees in mind, consider inviting
existing staff to attend as well. A refresher on such matters as corporate goals and standards
of performance can prove to be useful to all employees.

14 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Purpose of the organizational orientation should be
to
ü Explain the organizational structure
ü Describe the organization’s philosophy, mission, and goals
ü Explain how vital each employee is in helping to achieve company goals
ü Discuss the organization’s culture (e.g., its commitment to work/life balance)
ü Explain career development opportunities, including available training, mentoring programs,
tuition assistance, and promotional opportunities
ü Describe the benefits and employee services offered
ü Identify the organization’s commitment to equal employment opportunity, diversity, non
harassment, health, and safety
ü Review the interrelationship between various departments
ü Outline the company’s standards of performance and policies and procedures
ü Outline safety and security practices

15 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Employee Handbooks

One of the most important documents to be discussed during organizational orientation is the
employee handbook, for the following reasons:
ü It provides a written declaration of a company’s commitment to fair employment
practices and equal employment opportunity with regard to all employees in all work-
related instances.
ü It expresses the basic philosophies of senior management, through both content and tone.
ü It serves as a basic communication tool pertaining to various areas of work.
ü It clarifies an organization’s expectations of its employees.
ü It outlines the benefits and privileges of working for an organization.

16 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Departmental Orientation
ü Departmental orientations need not be as structured as organizational orientations. Sometimes, there’s only one
new hire in a department at any given time, so the session is informal, albeit no less important. Introducing a new
hire to others with whom she’ll be working should be one of the first objectives of any departmental orientation.
Here are some topics considered relevant for inclusion in this stage of a departmental orientation:

 Departmental Responsibilities.
 Interrelationship Between the Employee’s Department and Other Departments.
 Department Structure.
 Departmental Culture.
 Job Duties and Responsibilities.
 Confidentiality.
 Performance Expectations.
 Hours of Work.
 Meal and Break Periods.
 Payroll.
 Personal Telephone Calls and Personal Use of the Computer.
 Reporting Relationships.
 Vacation Scheduling.

17 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 ü Orientation information can be imparted in a variety of ways. In fact, variety is considered essential to the
success of a program when a great deal of information is presented.

ü It’s especially important to appeal to different learning styles: visual, auditory, and kinesthetic (i.e., where
someone learns through physical involvement).

ü Presentation techniques that appeal to people whose primary method of absorbing information is visual
include the use of flip charts, PowerPoint presentations, written materials, videos, samples or models, and
visual representations of what they’re learning.

ü For those who are primarily auditory in how they learn, provide brief lectures, soft instrumental music
during any group discussions, and sound effects to highlight certain points.

18 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Beyond the Fundamentals of Employee Orientation

 Orientation can embrace and be enhanced by a wide range of techniques and

approaches.

 Following are the techniques which can be adopted for successful and cost effective
orientation program.

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 The Partner Program
 The partner program, also referred to as the buddy system, sponsor system, or shadowing, is a one-on-one
relationship between a new hire and another employee from the same department, whereby the latter is
assigned to answer questions, offer encouragement, and provide whatever personal assistance may be needed
as the new employee becomes acclimated to his work environment.
 Benefits
Here are just a few of the benefits of a partner program
 The initial confusion and uncertainty experienced by all new employees is greatly reduced.
 New hires can be assured of receiving comprehensive, straight forward answers to important questions
about day-to-day matters.
 Managers have more time to deal with employees on work-related issues.
 Whereas managers provide valuable information about the organizational structure and departmental
guidelines, partners take new hires ‘‘behind the scenes,’’ offering a peek at some of the company’s unwritten
rules.
 New employees are likely to develop increased confidence and self-esteem, leading to greater productivity
20 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)
  This same message can be conveyed in a phone call or e-mail;
what matters is that contact is made before the person’s first day
on the job.

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 Selecting a Partner
 Some employees make better partners than others. Their length of service and knowledge of the company
and organizational and departmental goals are important, but those factors should not be the sole basis for
selection.

 Select a peer who will make a lasting impression—someone who is personable, patient, and can explain
things clearly and concisely.

 Also, select an employee with high personal standards of performance and a positive attitude.
 Make certain, too, that the employee selected is able to budget her time and not fall behind in her work as
she takes time away from her job to assist the new hire with his.

22 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

  Ideally, HR should conduct a brief training session for employees interested in joining the
partner program.
 The agenda for this session should include explaining or defining:
 The purpose and anticipated results of the program
 The role of the partner and the nature of the relationship
 Mandatory aspects and topics of the program
 A partner’s availability requirements
 Partners’ reporting responsibilities to management
 Confidentiality
 Duration of the program

23 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Online Orientation
 Another approach to orientation for newly hired employees is offering it to them online.

 This process allows employees to log on to a guide that takes them through any one of several
areas typically covered during conventional orientation programs.

 Of course, missing from this approach is the opportunity for two-way communication.

 In addition to the online orientation portions of these programs, companies often require or
suggest informal welcome events where employees are greeted in person and have an opportunity
to meet other new hires.

 Depending on the size of the organization and how many employees on average they hire in any
given month, these functions can be held anywhere from weekly to once a month.

24 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 There are, however, key components  Benefits information
that typically appear in most company’s  Policies and procedures
online systems  Workplace health and safety
 Introduction  Technology resources
 Instructions  Employee assistance program
 Employee checklist  Employee amenities
 Training and development
 Overview of contents
 Confirmation of completion
 Equal employment opportunity
 Online orientation evaluation
and diversity workplace statements
 Organizational information

25 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Blended Learning
 Blended learning refers to the formal combination of two or more delivery modes to meet
a specific set of learning objectives. Typically, the delivery modes are technology based
lessons and traditional classroom instruction. The goal of blended learning is to
simultaneously support organizational objectives and meet the unique developmental needs
of each individual while optimizing the cost of program delivery.

 It integrates different learning styles (e.g., visual, auditory), recognizes the limited
computer comfort level of some individuals, acknowledges that time and money restraints
prohibit many organizations from devoting the requisite number of hours to classroom
orientation,

 while still respecting the indisputable benefits of face-to-face communication and

interaction.
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 Onboarding
 Some employers use the term onboarding interchangeably with orientation, along with alignment,
assimilation, integration, and transition. But onboarding differs from these processes—especially traditional
orientation—in several ways:
 Onboarding continues far beyond the point at which orientation programs typically end, lasting as long as
a year. (Successful executive transitions can take more than two years, depending on the number of
variables.)
 Onboarding links new employees with more colleagues and introduces them to other aspects of the
company.
 Onboarding provides specialized resources and intensive support. The onboarding process supports a
closer connection between an employee and her manager.
 Onboarding programs are customized to focus on the areas of greatest need for an individual’s role in the
company.You might say, then, that orientation leads to, and lays the foundation for, onboarding.

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 Onboarding Programs for Executives
 Successful executives are often thought of as quick thinkers and effective
decision makers, backed by a knowledgeable support team.

 But it’s unreasonable to expect even the best among them to start with a new
company functioning at maximum capacity. Even if an executive brings in
some of his own staff, it takes time to establish new working relationships and
learn the intricate details of how a company functions.

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  In some organizations, onboarding targets employees hired for or promoted into
leadership roles. In this regard, onboarding is intended to:
 Ensure that new leaders are thoroughly indoctrinated in the workings, priorities,
objectives, brand identity, strategic direction, decision-making processes, initiatives,
results achieved, and culture of the company
 Offer in-depth information relevant to how the company measures success
 Provide a systematic approach to ensure that new hires succeed in their jobs and remain
with the company
 Ensure alignment between organizational and individual goals
 Foster increased exchange of information between members of the leadership team

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  Focus on creating and nurturing solid employer/employee relationships
 Increase job satisfaction
 Decrease job turnover
 Some onboarding programs for new leaders combine personal coaching with the use of
a Web-based application, allowing the executive to access onboarding resources and
advice online.
 Others bring in professional onboarding consultants to work one-on-one with new
executives over a period of months, providing feedback along the way

30 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

 Onboarding and Managerial Relations with Employees
 With regard to the relationship between onboarding and a closer connection between
managers and their employees, managers should foster six critical categories.

 1. Relationships.
 2. Interests.
 3. Challenge.
 4. Focus.
 5. Work/Life Balance.
 6. Follow-Through..

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 Recruitment and Selection Training
 As the pace of talent acquisition changes, and its importance to business success grows, an organization’s
ability to train and develop their recruiters will set them apart from the competition for talent.

 Managers have a tough job and a full plate. They’re responsible for their department planning, organizing,
leading, and controlling. They’re also responsible for hiring. But managers themselves are often hired and
promoted for their technical expertise, not their ability to hire others

 Experienced hiring managers probably know how to build rapport with candidates and discern candidate
potential. But, more complex interviewing techniques like combating biases, using structured
interviews and avoiding cliché question don’t always come with hiring experience.

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  The cost and impact of hiring decisions.
 Understanding the law.
 Live Role play
 On-Demand Learning
 Learn the ways of the business
 Train hiring managers to combat biases
 Get professional interviewing help
 Train hiring managers to understand structured interviews

33 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)

  Here are some ideas to help interviewers understand structured interviews:

 Self-study. This structured interview guide has all the information hiring managers need to structure
their interview process.
 Experiments. Advise interviewers to familiarize themselves with the interview scorecard format your
company uses. If you use an Applicant Tracking System (ATS), encourage interviewers to login and create
their own scorecards.
 Practice. Mock interviews can help inexperienced hiring managers familiarize themselves with an
interview setting. For example, hiring managers can practice brief note-taking to avoid being distracted by
their notes during actual interviews.

34 Prepared by: ZULAIKHA MAHMOOD, NUML (LAHORE CAMPUS)