Running head: INDIVIDUAL PROJECT PART 2 1
Individual Project Part 2 – Orientation Training Programs
Mandi Shuler
BUSI 644 – Human Resources Development
Liberty University
Dr. Gilbert
June 23, 2019
INDIVIDUAL PROJECT PART 2 2
Abstract
This paper will talk about the importance of orientation training programs and how organizations
show interest in employees by investing in them once they start. The paper will discuss that some
organizations will need to conduct a needs analysis and assessment to determine the kind of
additional materials to cover in an orientation in order to meet the needs of the organization.
Some employees struggle with change; this paper will take a look at how employees can build
relationships with others when starting a new job. A digital platform will be discussed as a new
way to orientate new employees and the success that companies are seeing with a virtual
classroom. Financial performance and employee orientations will be compared and how they
relate to one another in the employee's performance. After conducting employee orientation,
evaluations from participants are highly imperative to know how to conduct future training
programs. This paper will address evaluations and different ways to conduct them. The purpose
of this paper is to look at all angles associated with the development, implementation, financial
aspects, and different approaches to orientation training programs.
INDIVIDUAL PROJECT PART 2 3
Individual Project Part 2
Introduction
In the previous paper, Individual Project Part 1, the discussion focused on developing and
implementing an orientation-training program. Orientation training is essential for new hires
entering a company they are not familiar with. The purpose of the program is to introduce
individuals to the organization while introducing them to the values, mission, and company
culture. More importantly, individuals also learn about the benefits offered, policies and
procedures, and the expectations of the job they were hired for. Studies have shown that
orientation programs for new hires have positive effects of loyalty and satisfaction towards the
organization (Tabvuma, Georgellis, & Lange, 2015). Additionally, if an organization invests and
takes the time of developing an orientation program, the employees will feel welcomed and have
more knowledge before starting their new job.
Prior to implementing any type of human resources development (HRD) programs, there
should be a clear assessment strategy to determine the structure of the program and its target
(Werner, 2017). Orientation programs are not all the same for every organization. Depending on
the size of the organization will determine how formal the orientation training will be. Some
orientations may have an individual fill out government forms and that is the extent of it, while
other organizations may conduct an orientation for several days. A needs analysis is a helpful
tool to determine the organization's needs and what type of orientation training program will be
helpful to the employee and cost-effective to the organization. The purpose of this paper is to
discuss orientation-training programs for new hires entering a new organization, as well as
providing solutions for challenges an organization may have with HRD programs.
INDIVIDUAL PROJECT PART 2 4
Orientation Training Programs
Orientation training has been linked to commitment, performance, as well as intentions of
leaving the company (Tabvuma et al, 2015). The training is a way for new hires to familiarize to
different aspects of the organization. Studies have shown that job training has positive effects
and can potentially prevent or reduce turnover (p. 303). New employee orientation (NEO) can
effectively help employees adapt to a job, and feel like a member of the team (Kim, Chai, Kim &
Park, 2015). The process provides a positive outcome that is related to the employee’s attitude
and perception of the company (p.482). According to Kim et al (2015) organizations are putting
more value into their workforce more than they have before. Practices and concepts of NEO
have come a long way to change the employee’s perspectives in serving "four roles such as
production, synergism, integration, and strategic planning". Wieland and Flavel (2015) define
orientation as a set of social behaviors of the organization to the interest of employees.
Employees that participate in orientation have the opportunity of continuing education, flexibility
of hours, childcare centers, and healthcare benefits (Wieland & Flavel, 2015).
The first role in NEO, the organization should have production-based goals, while the
employee’s act as an element of production. The purpose is to decrease the amount of time that
the new hires will need in a productive contribution. This process would entail providing new
employees with the necessary orientation information (Kim et al, 2015). Secondly, synergism is
where organizations have a workgroup that will inspire employees to have a sense of belonging
to the company. This process also focuses on production-based goals; however, the main focus
is to achieve goals through teamwork. Thirdly, integration is to transfer the culture and identity
of the organization to the employee. Employees become stakeholders once they become part of
the organization. The success of the company comes from the employees first. The goal is to
INDIVIDUAL PROJECT PART 2 5
integrate the organizational goals and culture to the new employees. Finally, strategic planning is
used to develop ongoing relationships with the employee. This process is very important in
strengthening the organizations market position, which should be utilized in strategic planning.
The employees will be provided with continuous training and education that will help the
organization be sustainable in the future (p. 485).
Newcomers into an organization often feel anxiety and fear when entering into a new job.
It is important for many individuals to feel a sense of belonging. Orientation training programs
give people a chance to not only learn about the company but also learn to build relationships
with others. According to Tabvuma et al, 2015), research into organizational socialization takes
on many different approaches. First, studies show that new employees progress through
socialization. Secondly, studies focus on how new employees learn and gain an understanding of
their new position. Third, tactics have been a focus on how to facilitate socialization within the
organization. Fourth, researchers focus on how to analyze the socialization.
Orientation training programs should be developed carefully to address the organizations
information in a clear and concise way. Providing an assessment to gain feedback from new
hires is a great way to adjust the training program. To properly gauge the evaluation, a needs
assessment and analysis should be conducted. A needs assessment identifies gaps that cannot be
ignored between desired and current results (Christensen, 2018). A needs assessment can be
conducted as an internal or external focus. An external needs assessment focuses on the external
value added, while internal focuses on looking inward. A needs analysis focuses on the elements
within the organization (p. 39). A needs analysis has three levels that it can exist on
organizational analysis, task analysis, and a person analysis (Werner, 2017). An organizational
analysis suggests where in the organization the training is needed. A task analysis explains what
INDIVIDUAL PROJECT PART 2 6
tasks are to be completed to get the job done successfully. Finally, a person analysis will reveal
who needs to be trained and what kind of training they should receive (p.123). When utilizing a
needs assessment, if the data shows a gap, then that is when a needs analysis is utilized.
Training is a big investment; however, the investment of educating employees is
substantial. According to the Learning & Development Orientation Guide (2014), organizations
with high-impact learning experienced three times more in profit growth than their competitors
over a four-year span. Engagement and retention were at higher levels, which is substantial for
companies fighting for the best talent (para. 4). Orientation training, as well as other
organizational training, can create job engagement and satisfaction for employees.
Studies have shown that job engagement is related to the employee's performance.
However, employee work outcomes, as well as the factors which influence job engagement, is
still unknown (Zhong, Wayne, & Liden, 2016). Additionally, research has also concluded that
job engagement is highly influenced by high performances by HR practices, which is related to
the employees work outcome (p. 824). The majority of organizations that conduct training do so
to increase productivity that is greater than expenses associated with training (Olson, Slater,
Hult, & Olson, 2018). Primary ways that organizations invest in their employees are typically
through HR practices. Investments that are made to achieve superior performance is not the
same for every organization. However, levels of human capital are based on which manager’s
think is beneficial for the organization (p. 65).
There are several theories related to financial performance and employee orientation.
Theories include the following: “slack resources, good management, trade-off, and managerial
opportunism, and human relations theory” (Wieland & Flavel, 2015). Trade-off along with
traditional human relations theories claim that employee orientation and financial performance
INDIVIDUAL PROJECT PART 2 7
have a negative relation. The author suggests that a high level of orientation ultimately leads to
poor financial performance (p.717). The theory is based on activities conducted in employee
orientation and cost incurred, which in turn could hinder the value of the company (p.717).
Managerial opportunism and employee orientation show a negative effect on financial
performance. Research shows that managers are likely to cut investments during employee-
oriented activities when compensation is based on profits that are short-term or when the stock
market returns (p. 717). Slack resource theory shows a positive relationship between employee
orientation and financial performance. Wieland and Flavel (2015) suggest that companies that
are optimally performing have more resources to spend on employee-oriented activities. The
behaviors of the employees will be more positive if a company is able to invest in orientation
programs.
When orientation training is implemented, not only is it a way for new hires to become
acclimated to the company, but it also gives an opportunity for the employee to learn something
new. Whether it is learning for the first time enrolling in benefits or filling out tax forms.
Learning can come in different forms such as informal. Formal learning is when training is
centered around the instruction and is typically located in educational institutions. Informal
learning is a method that takes place during daily activities such as orientations at work, or on the
job training (Bailey, 2015). Informal learning is not to be considered inferior to formal learning;
however, studies show that material covered that is not recorded or measured in informal training
can often cause individuals to forget what was being taught in the training program (p.225).
Boomer (2015) talks about a four-step approach to training new hires and preparing them
for their new job. The author begins the approach by setting the scene as a senior person training
a new hire at the staff level on preparing a tax return. The first step is to follow the senior in
INDIVIDUAL PROJECT PART 2 8
exactly what he/she is teaching, while the new hire is taking notes to be able to mimic the same
tasks. Step two involves in the senior conducting the work, while the new hire assists the senior
employee. This is to show the employee where to find documents, how to organize, etc. Step
three is for the new hire to sit in the driver's seat, while the senior employee assists the new hire.
This step provides a hands-on approach for the new hire to apply to muscle memory. Finally, the
new hire does the tasks on his or her own, while the senior employee watches. This learning
approach shows the employee what is needed to get the task completed, and then gradually
allows the new hire to learn how to complete the given tasks. Orientation training programs that
are generally longer than two days will allow the new hire to train in a classroom setting that will
include training on the job learning.
Technology is greatly advancing in the world that we live in today. An approach to
orientation learning programs has evolved into a digital format. Companies are conducting an
informal onboarding process through the organization's intranet. This is where new employees
are able to complete documents using Adobe PDF, as well as view their policies, procedures, and
handbooks online (Mass, 2014). Although this is considered onboarding for the new position,
managers will conduct orientation while they are conducting on the job training. A digital
platform through Adobe does offer an experience of a virtual classroom to deliver "new
employee success" (Mass, 2014). The virtual classroom approach for orientation shows that
employees are participating by taking polls, responding to questions in chat rooms and engages
with the hosts or other new hires. Studies have shown that the digital platform receives a greater
participation rate than an in-person classroom setting (Mass, 2014). Post-orientation surveys for
a digital platform show results of eighty-four percent had a better understanding of the company
strategy, eighty-one percent thought the orientation to be engaging, eighty-eight percent knew
INDIVIDUAL PROJECT PART 2 9
how check-in performance framework made them successful, and ninety-nine percent connected
with company core values (Mass, 2014). Orientation training programs could potentially be the
norm for new hires going forward.
Training for any subject can often be tricky. Employees are busier today than ever before
and find it difficult to add other tasks to their load. According to the Learning & Development
Orientation Guide (2014), unstructured learning is when employees will access learning in a
digital way, which could include videos, and engage with social learning tools. A framework for
building a high-performing training program is to offer a program that meets everyone's needs.
There are important factors to consider when building an appropriate training program. First, the
employer must identify the talent to bring into the organization. Once the talent has been
selected, the skill gaps can be filled in and a training program can be designed accordingly.
When designing the program there are items to consider: topic, audience, schedule, budget, and
location (Learning & Development Orientation Guide, 2014). Material needed for an
orientation-training program would include videos, and online knowledge surveys are affordable
tools that new hires can utilize. Icebreaker activities are a great way for employees to get to
know one another while in a bigger class versus an individual orientation session. At the end of
an orientation-training program, it is essential to receive feedback from employees to know if the
training was effective. Once data is received from the surveys, the organization can predict what
is needed for the next training program.
Evaluating HRD programs can be organized around Kirkpatrick’s four levels of criteria,
which include reaction, behavior, learning, and results. However, training researchers conclude
that Kirkpatrick’s frameworks should be modified to keep the framework intact. The following
are expanding the reaction level to assess the participant’s reaction to the efficiency of the
INDIVIDUAL PROJECT PART 2 10
program. Distinguish between cognitive and affective reactions. Split the reaction level to
include the perceptions of engagement. Add a fifth level to address the return of investment
(ROI), and add a fifth level to address societal contributions of the HRD program (Werner,
2017).
Evaluations should be conducted immediately after a training program to assess the
attendance of the employee and their opinions. It is suggested that the data received should be
evaluated on a quarterly basis to ensure that changes are being implemented. Interviewing
managers, employees, and viewing on the job performances will help in the effectiveness of
training programs developed for future needs (Learning & Development Orientation Guide,
2014). Additionally, it is suggested that training program outcomes should be assessed annually
to help meet the organizational goals to make different choices of materials used, location
settings, and engagement of the employees during the training programs.
Conclusion
Orientation training programs are a way that the company takes an interest in the new
employee coming onboard. The training can be in an informal or formal setting depending on
size and financial performance. While every orientation may be conducted differently throughout
firms, the message is the same. New employees feel a sense of welcoming and officially apart of
the team they have joined. Research shows positive effects of job performance, engagement, and
morale when incorporating an orientation program. Digital orientation programs had a larger
effect on new hires, which could turn around the whole idea behind a classroom setting to a
virtual setting. In today’s world, technology is advancing and people are busier, which makes
sense why people gravitate to a digital platform. The bottom line is that as individuals we all
start a new job in our lifetimes, information and knowledge given is highly important to us.
INDIVIDUAL PROJECT PART 2 11
Most HR professionals find gratification in helping the employees feel important, educated, and
successful. Orientation is a way to welcome new employees and to set their minds at ease while
starting on a new path.
Biblical Integration
People often struggle with change, especially when starting a new job. Their struggle
with change is generally anxiety or nervousness of being in a different environment and meeting
new people. Galatians 6:2-5 helps us to understand, "Bear one another burdens, and so fulfill the
law of Christ. For if anyone thinks he is something, when he is nothing, he deceives himself. But
let each one test his own work, and then his reason to boast will be in himself alone and not in
his neighbor. For each will have to bear his own load" (ESV). The scripture teaches us that we
need to be there for people having challenges through difficult times. For individuals starting a
new job, they may face challenges along the way with adjusting. As Christians, we should be
looking out for our brothers and sisters during difficult times.
INDIVIDUAL PROJECT PART 2 12
References
Bailey, M. (2015). Professional Development of HR Practitioners – A Phenomenographic Study.
European Journal of Training and Development, 39(3), 220-238. doi:10.1108/EJTD-08-
2014-0057
Boomer, J. (2015). A Simple Approach to Training. CPA Practice Advisor, 25(9), 21.
http://ezproxy.liberty.edu/login?url=https://search-proquest-
com.ezproxy.liberty.edu/docview/1733610264?accountid=12085
Christensen, B. D. (2018). From Needs Assessment to Needs Analysis. Performance
Improvement, 57(7), 36-44. doi:10.1002/pfi.21785
Kim, M., Chai, D. S., Chai, D. S., Kim, S., & Park, S. (2015). New Employee Orientation: Cases
of Korean Corporations. Human Resource Development International, 18(5), 481-498.
doi:10.1080/13678868.2015.1079294
Learning & Development Orientation Guide: How to Build A Training Program That Aligns
Talent Development with Strategic Business Goals. (2014). Workforce (Media Tech
Publishing, Inc.), 93(11), 24. http://link.galegroup.com/apps/doc/A402477609/AONE?
u=vic_liberty&sid=AONE&xid=b36b8bb3
Mass, J. (2014). Going Digital: Re-Imagining New-Hire Orientation: Embracing A Bold Digital
Learning Strategy, Adobe Helps New Employees Find Their Bearings Using A Highly
Engaging, Scalable Method That Pushes The Boundaries Of Virtual Classrooms. TD
Magazine, 68(12), 60.
INDIVIDUAL PROJECT PART 2 13
Olson, K. M., Olson, E. M., Slater, S. F., & Hult, G. T. M. (2018). The Application of Human
Resource Management Policies Within the Marketing Organization: The Impact On
Business And Marketing Strategy Implementation. Industrial Marketing Management,
69, 62-73. doi: 10.1016/j.indmarman.2018.01.029
Tabvuma, V., Georgellis, Y., & Lange, T. (2015). Orientation Training and Job Satisfaction: A
Sector and Gender Analysis. Human Resource Management, 54(2), 303-321.
doi:10.1002/hrm.21650
Werner, J. M. (2017). Human Resource Development (7th ed.). Mason, OH: Cengage
Wieland, S., & Flavel, B. S. (2015). The Relationship Between Employee Orientation, Financial
Performance And Leverage. Social Responsibility Journal, 11(4), 716-733.
Doi:10.1108/SRJ-10-2013-0132
Zhong, L., Wayne, S. J., & Liden, R. C. (2016). Job Engagement, Perceived Organizational
Support, High Performance Human Resource Practices, And Cultural Value Orientations:
A Cross Level Investigation. Journal of Organizational Behavior, 37(6), 823-844.
doi:10.1002/job.2076
