FINAL PAPER HUMAN RESOURCE MANAGEMENT - DUE IN 30 HOURS

Running head: HUMAN CAPITAL 1

HUMAN CAPITAL 2

Training and Development of Human Capital

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The goals of an orientation program should be to reduce anxiety among the new employees, reduce the start-up costs, employee turnover, save time for the coworkers and supervisors, and set expectations an attitude. An orientation program should aim towards reducing the level of anxiety in new employees because most of them tend to be stressed as they start a new job. People who go to an unknown situation for the first time are likely to feel stressed. By implementing an orientation program, a company enables them to feel relaxed in the new environment.

An orientation program should also reduce employee turnover. When new employees are oriented, they tend to feel valued and welcomed to the company. They understand that the company recognizes its presence. These employees are less likely to resign because they know a company has invested in them through the orientation program. They feel that they are obliged to pay the company back for the favor by staying in the company and working for it. An orientation program also saves time for the supervisors because they do not have to spend a lot of time training the new employees. By going through an orientation program, new employees learn a lot of things about the company and do not need to be taught again by their coworkers or supervisors.

Expectations and attitudes can be set in the orientation programs. Employees can understand what is expected of them from the start. This means that they can perform better because they know what they should achieve. The chances of employees succeeding in a new company increase when they learn the company values during orientation. Orientation programs reduce the start-up costs because the employees can start working immediately, they understand the policies and procedures of the organization.

Reference

Wallace, K. L. (2019). Creating an effective new employee orientation program. Library Leadership and management, 23(4), 168-176.