HAZWAN AFIQQ BIN HAMZAH 2013987435

SYURGA FATHONAH BINTI ARIS@AZIS 2013343955

FYAN HAIZUM BINTI MOHD SOFIAN 2013546127

FAIRUZ AIMI BINTI MOHAMMAD AZMI 2013981839

The activity that introduces new
employees to the organization; to
fellow employees; to their
immediate supervisors; and to the
policies, practices, and objectives of
the firm.
Nickels, W. G., McHugh, J. M., & McHugh, S.
M. (2002)

Aligning with job role &
responsibilities and work culture.


Meetu Khanduja. (2013).
An introductory stage in the process
of new employee assimilation, and
a part of his or her continuous
socialization process in an
organization.
BusinessDictionary. (2014).
The process by which an employee
acquires the necessary skills,
knowledge, behaviours, and
contacts to effectively transition
into a new organization (or role
within the organization).
Boundless. (2014)

DEFINITION
To help assimilate new employees into the
company and make the new employees feel
welcome
Ex: How Google Inc get their employees
together (organize special-interest groups,
financial support)
Assimilate
Employees
Employee to be working with the same
corporate vision and goals
Corporate Vision
Turnover increases as employees feel they
are not valued
Reduce Employee
Turnover
Companies with the Most Loyal
Employees
Source : http://www.payscale.com/data-packages/employee-loyalty
Companies with the Least Loyal
Employees

Source : http://www.payscale.com/data-packages/employee-loyalty
Fear of failure on the job.
To prevent the new worker from getting
ignored by the current employees.
Reduce Anxiety
Helps new workers understand their roles
and where they fit within the
organization
Develop
Realistic Job
Expectation
GOOD ORIENTATION BAD ORIENTATION
1. HR welcomes new employee Has to search for HR department
2. Orientation kit ready Takes and hour to get in place
3. Colleagues know Colleagues dont know
4. Colleagues are not prejudiced Colleagues are prejudiced
5. Lunch with Senior manager No introduction
6. Orientation over a week One day orientation
7. Formal and informal No interaction
TRAINING
DEFINITIONS
According to Duggan (2014), training is defined as activities that
are conducted to train and develop company personnel, whether
to address performance problems or help prepare an employee
for a management role.

Training should be understood as both a strategic mechanism by
which to pursue organizational performance and a core business
tool for the delivery of efficient and effective work done
(Haberfeld, 2011).

Training is the systematic development of the attitude and skill
behaviour pattern required by an individual in order to perform
adequately in a given task (Adegoke, 2010).

According to Aidah Nassazi (2013), training is the only way of
developing organizational intellectual property through building
the employees competencies.





UNDERSTANDING
Training is designed to
change the behaviour
of the employees by
using the right
mechanism in order
to stimulate efficiency
& higher performance
standards.
GOALS
To acquire & improve
knowledge, skills and
attitudes towards
work related tasks.
TRAINING PROGRAM IN MALAYSIA
1. Education Transformation by Intel Malaysia.

Define your vision
Develop a master
plan
Inspire a
enthusiastic support
Create organizational
policies
Develop a budget
Incorporate measures
to evaluate & improve
2. PETRONAS Leadership Centre (PLC)

Over the years, PLC has established themselves as a top corporate
learning hub for industry leaders, serving the Oil & Gas sector in
Malaysia and beyond.

A wide range of learning consultancy and advisory services
Innovative solutions for transformational learning experiences
covering all critical junctures of the leadership continuum, from
leading self to leading enterprise.

The new PLC logo and tagline capture what the organization is all
about - providing transformational experiences to our clients.

As a leadership centre that understands the needs of the oil & gas
industry and the region, their commitment is to support the
capability building of their clients to ensure their human capital is
equipped with holistic leadership competencies to drive
organizational growth.



Vision
The Leadership Centre
that transforms
leaders.
Mission
The core purpose is to
unleash human
potential for superior
performance and
growth
The value proposition
is the holistic
development of
leaders
The impact is
reflected through the
success of our clients.
Learning Solutions
Leadership &
development
management
programmes
Personal
leadership
Business
leadership
Strengthening
the leadership
practice
Leadership
events &
conferences
Enhancing
managerial
competencies
for holistic
development
Building
Individual
effectiveness
Achieving
breakthrough
performance
Preparing
minds for
change
Corporate
value
conditioning
series
Mindset
change series
Cross cultural
series


Quality Mark
Award (2011)

Pembangunan
Sumber
Manusia
Berhad Award
(2012)

Gold Award
for Best
Corporate
University
(2013)
Experienced
worker
Train
Employee
Best Corporate University 2013
(Gold Award by Global Council of
Corporate Universities)

Best Training Provider 2012
(Human Resources Development Award
(Malaysia)

On-The-Job Training
Distance and Internet-Based Training
Video-Conferencing
Internet-Based-Training
Learning Portals

Managerial On-The-Job Training
Job rotation
- Moving management trainees from department
to broaden their understanding of all parts of the
business and to
test their abilities

Mentoring
- Trainee works directly with a senior manager
who is the trainees mentor
Off-The-Job Management Training
Case Study Method
- Analyze case, diagnose the problem and discuss
their solutions

Management Games
- The Is Have It (to illustrate how we tend to be
more self-centered than we may have thought)

Corporate University and In-House Training
Centre



On-the-job
Coaching
Mentoring
Job rotation
Case Method
Uses a written
description of a
real decision-
making situation in
the organization or
other organization
Variation- incident
method
Role Playing
Build confidence
Develop listening
skills
Creative problem-
solving
SRA, SHELL,
NESTLE, DHL
Management Games
Looking Glass
Provide a picture to
participant of their
management style
IBM
Outdoor Orientation
Program
Conducted in remote are,
combine outdoor skills
with classroom seminars
PETRONAS
DEVELOPMENT
Is the process by which employee progress through a
series of stage, each characterised by a different set of
development tasks, activities and relationship (Hilson,
2013)

Ongoing formalised effort in developing and enriching
the organisations human resources in light of both the
employees and the organisations need (Hilson, 2013)

Aspect of organisational development that covers
recruitment and assessment of executive level
employees and training them in leadership to equip
them for higher position (Businessdictionary, 2014)
A. GOAL SETTINGS
TYPE OF DEVELOPMENT
1. STEPS
DIAGNOSING
PREPARING

EMPHASIZING CONDUCTING
PERFORMING
Interpersonal
interaction
Communication
Training
Intermediate review
Final review
Attributes of goals
2. RESEARCH
Dr Edwin Locke's Goal-Setting SMART Concepts
Locke and Latham's Five Principles
Clarity
Challenge
Complexity
Commitment
Feedback
Hasso Plattner Co-founder of the German software firm SAP, motivates employees by
setting stretch goals. Platter set a shockingly optimistic goal of 15 % annual growth for
SAP software license revenues. Employees responded by achieving an even higher growth
of 18%.

Plattner set another stretch goal, of by announcing a bonus plan that would pay $381
million to hundreds of managers & key employees , if they could double the company's
market capitalization from a starting point of $57 billion by the end of 2010. Employees
responded again by increasing the market capital double within the given time.

(Source: SAP News, 2014 )


SAP SOFTWARE COMPANY
B. TEAM BUILDING
Team building is an ongoing process that helps a work group evolve into
a cohesive unit. The team members not only share expectations for
accomplishing group tasks, but trust and support one another and
respect one another's individual differences (University of California,
San Francisco, 2012).
DEFINITION
Team building is an effort in which a team studies its own process of working
together and acts to create a climate that encourages and values the
contributions of team member (Gordon, 2010).
Team Building refers to a wide range of activities ranging from simple
bonding exercises to complex simulations to develop a team. Its focus is
to specialize in bringing out the best in a team to ensure self
development, positive communication, leadership skills and the ability to
work closely together as a team to solve problems ( MBA Brief, 2014).


Stages
Forming
Storming
Effective
Team
Consider
others ideas
Be aware of
others
feelings
Norming
Performing
(Bruce Tuckman, 1965)
Establish
values and
goals
Set ground
rules
(UCSF, 2014)
CRITERIA AND SKILLS NEEDED FOR AN EMPLOYEE TO
ENTER INTO DEVELOPMENT STAGE
Verbal
communication
Teamwork
Time
management
Integrity
Self-motivation
REFERENCES
Adegoke, B. (2010), Effect of Training Employees Productivity
in Public Service Organization. Norderstedt: Grin Verlag.

Aidah Nassazi, (2013). Effects of Training on Employee
Performance. University of Applied Science, pp. 21-57.

Boundless. (2014, June). Orientation - Core Functions of
Human Resource Management. Retrieved 2014, from
https://www.boundless.com/management/textbooks/boundl
ess-management-textbook/human-resource-management-
7/core-functions-of-human-resource-management-
58/orientation-290-5696

BusinessDictionary. (2014). What is orientation? definition
and meaning. Retrieved 2014, from
http://www.businessdictionary.com/definition/orientation.ht
ml









Duggan, T. (2014). Developing & Training Human Resources in
Organizations. Retrieved from
http://smallbusiness.chron.com/developing-training
human-resources-organizations-697.html

Haberfeld, M. R., Clarke, C. A. & Sheehan, D. L. (2011), Police
Organization and Training. London: Springer.

Meetu Khanduja. (2013). Induction and Orientation |
HRdictionary. Retrieved 2014, from
http://hrdictionaryblog.com/2013/01/22/induction-and-
orientation/

Nickels, W. G., McHugh, J. M., & McHugh, S. M.
(2002). Understanding business. Boston, Mass: McGraw-Hill.