People Management - BUSA 5207A

Course Outline – Employee On-

Boarding, Training and Development
• Explain the importance of on-boarding and orientation.
• Design an orientation programme for a new employee,
paying attention to what it should contain, how it should be
implemented, by whom and on what timescale.
• Distinguish between the different concepts that are related
to training and development.
• Discuss the major purposes of training and development.
Chapter reference

Prescribed Readings
Chapters 7 and 10 in:
Elbert, N. F., Hatfield, R., Warnich, S., & Carrell, M. R.
(2014). Human resource management in South Africa
(Paperback, 6th Ed.). United Kingdom: Cengage Learning
(Emea) Ltd.
Internal External
• Conduct • Legislation
• Political flair • Professional
• Influence bodies – ethical
• Leadership and considerations
Management • Legal and Environment Internal or external
• Internal policy – guide Compliance
• Colleague experience • C19

HR/People Leaders Strategies Strategy frameworks

• Organisational Strategy linked to that guide
HR/People Strategy organisational
• Policy writers and owners
HR/People Managers ambitions
• Execute on Strategy
*Strategy and Execution must fulfil legal Capabilities
and internal policy requirements
Competence, Culture,
Capacity
Consider behavioral aspect

Talent
Aptitude or skill
Match organisational value system,
culture and ethos
 People Management Practices
*Value Chain
*Eco-System
*Bedrock for Talent Management (Engagement, Motivation and Retention)

Analyzing and Workforce Recruitment Learning, Performance Compensation Employee and

Design of planning Selection Training and Management and Labour
work On-boarding Development Recognition relations

• Jobs aligned to • Forecasting, • High quality • Effectiveness = double • Organisations can • Competitive pay • Govern work
strategy and planning people edged sword only perform structures relations
• Enable workforce supply • Availability of • Learning culture when it’s People • Equal pay for work • Unfair labour
performance and demand skills • On the job vs. Classroom perform of equal value practices
management • Right People, • Skills of the training • Flexibility of • Discipline in
• Match individual Right Roles, Right future vs. • Career Management benefits the workplace
skill to Time and Right redundant skills • Career paths • Motivator • Labour Unions
organisational Activities • Eternal vs. • Career nomads • Economic value vs.
capability Internal • Skills development Emotional value
recruitment
• On-boarding and
Induction

Organizational Culture (Dominant Culture vs. sub-culture), Leadership (Skills and Styles), Change Management, Employee Engagement and
Experience, HR Information Systems (Data led decisions), Skills (Current and Future), Diversity and Inclusion, Changing workforce, Evolving
needs, wants and demands of the customer, Health and Wellness and Communication.
Personal goals
Desire and aspirations to improve
Career Management
Development needs

Fit for purpose and fit for job:

Culture
Systems and Processes
Legislations
Corporate politics
Values Evolving Strategy
Engagement Performance requirements
Team work Succession plan / Mobility
Future-proof capability
Feldman’s model of organisational socialisation

Page 242
Treat Employees as you would your Customer

• If an organisation can’t create an environment that attracts people, they go elsewhere

• They are your most valuable brand ambassadors.
• Need to think of employees as “people”
• Your employees are your most valuable brand ambassadors.
• They work for you. ... they're emotionally investing in the success of the organisation
• Biggest issues in business: engagement & retention (followed by employee
development)
• Require new tools to understand drivers of engagement, analyse & predict retention &
manage flight risk
• Companies rename their HR as “People Management”
• New talent management strategies, programmes & investments that make everyone’s
life, work & career better for them (not just the company)
Onboarding Vs. Orientation Vs. Induction

Onboarding
• End-to-end journey or process that the new employee will experience from the time of accepting an offer up until they are fully
integrated into the business
• The journey includes induction, orientation and other key processes
• Designed to create a pleasant onboarding experience for all the new employees
• Moments of truth (touchpoints)
• Process should address the new employees expectations as it relates to the offer acceptance (first week before they start, first day of
work, first week of work, first month of work - up until the new colleague(s) is thriving

Induction Orientation
• Formal process that occurs after induction
• A less formal process of welcoming a new employee into the
• Carried out to familiarise new employees with their
organisation
responsibilities, training opportunities, company policies and
• Officially integrates employees into the eco-system / making
procedures, etc.
them a part of the organisation
• This includes introducing colleagues to the team members,
stakeholders and working environment
When do we On-board and when do we Orientate?
Orientation – General Organisation versus Business Unit Specific

INFORMAL
FORMAL VERBAL

AUDIOVISUAL
WRITTEN SYSTEM-BASED
Who do we on-board?

Considerations
- Budget?
- Objectives?
• New hires - Timing?
- Benefit to the employee
• Promoted employees and the organisation ?

• Transferred employees
• Line managers
• Secondee’s
• Employees who are in acting positions

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Why do we on-board?

• Individuals need to know how do they fit into the organization

• Employees need to understand goals, policies and procedures of the
organization‘
• Employees need to understand how things operate here
• Emphasize team membership
• Create awareness of departmental opportunities
• Create a sense of belonging
• Communicate responsibilities of the job
• Create a bond between employer and employee
Benefits of On-boarding and Orientation?
Build trust and alignment Engagement Health and Safety

Forge connection with employees Boost business growth Build a high-performance culture
Who is responsible?

Head of department
Line Manager Mentor or buddy
HR and Learning department
Supervisor

Responsible for contracting

Responsible for ensuring that Responsible for assisting
the employee, designing of
employees receive all the employee with how to
the programmes as well as
information necessary to operate basis functions of
ensuring success of
enable them to function the organization.
employee integration into
efficiently and effectively
business
 Best Practice – Learning from existing programs
Mercantile Bank
LinkedIn Luno MFS Africa
Financial Services Sector
Social Media (Platform strategy) Fintech - cryptocurrency platform Fintech – payment gateway
/Banking
• Make new joiners feel like they’ve made the right • Ensure a smooth integration of the new joiners • Equip new or transferred employees with • Create a sense of belonging to the new hires
decision in joining LinkedIn • Create excitement around the company’s values and knowledge and behaviors that enables them • Share necessary information that is requires to thrive
Purpose and/or objectives • Create excitement around the company’s mission and philosophy to play a meaningful role towards the in their (new hires) roles
vision • Understanding of the business achievement of the organisational goals
• Help new joiners build sustainable relationships

Key focus areas/elements of • Get tools to employees urgently • Quick delivery of the technology and Luno goodies • Exposure to the environment • Company vision, mission culture, policies and
the program • Opportunities to connect with one another • Account setup and equipment safety • Compliance and eLearning operations
• Emphasise the role of the hiring manager and a • Connecting the new hires with colleagues – know who is • Company culture and goals • Access to all relevant systems
designated buddy who • Business systems • Connection and buddy system
• Trust among the cohorts
• Understanding of the markets

Duration of the onboarding

• Three months • Three months • One month • Three months
program
• Use breakout rooms, frequent check-ins, and super • People process at Luno – first 90 days • Strategy on a page • Day 1 – Welcome message on Slack; issue work
animated facilitators to keep new hires engaged to avoid • Our product journey • Culture laptop, get up and running on all systems. Meet
Zoom fatigue • Anti-money laundering (compliance) • Performance development with Manager
• Agenda • Informal questions • Cyber security • Week 1 – assigned to a buddy
o 9:30 Welcome! Mission, Vision, Culture • The Agile way of working • Business ethics • Week 2 – session with People Operations team
o 10:30 a.m. Benefits, Break • Signup and KYC • Operational Risk management • Week 1 – 8: 45 min BU specific presentation
Structure/agenda of the o 11:00 a.m. Executive speaker • Deposits and withdrawal (EXCO BU Showcasing)
induction o 12 Noon Break • Company progress and metrics • Team stand ups and company wide sessions
o 12:30 p.m. Wellness • Products: Bitcoin, wallet & crypto • Mandatory trainings to be completed in their first 3
o 12:50p.m. Company and member values Wrap-up and • Luno history, vision, mission and values months (Cyber awareness, AML, Data Protection etc.)
next steps • Operational teams and projects
o 2:00 pm Virtual manager pickup • Employees benefits and opportunities
• Legal risk and compliance
• Finance, HR and marketing at Luno

Duration of the induction • Weekly Global Virtual Program • 12 days induction • 1-2 Days • 12 Weeks

• Ms Teams
Platform of the induction • Zoom • Zoom • Ms Teams
• Face to face where applicable

• Survey
• Survey
Feedback channel • Survey • Attendees complete the feedback form • Line manager
• Focused evaluation groups
• People Operations Team

• The program is continuously improve since the launch in • Equipment and goodies gets delivered to new hires • The organisations believes on On-the-job • Currently working on the welcome packs with the
2020 homes before the first day training company swag
Additional comments
• Emphasize your company’s culture and values • New hires are exposed to the team organogram and key
stakeholders before their first day
Building a Learning Culture
What is the purpose of Training and Development?

Performance Development Advancement

Relevance
Skills of the future
 Education, Training and Development

Area Education Training Development

Focus Learning focused on a future Learning related to present Learning experiences

job jobs

Approach Change in knowledge Provided by employer to Employer to employee

employee Employee to employee
Employer to client
Aims - Employee advancement - Acquisition of knowledge - Long term learning
- Mostly initiated by and skill intervention
employees - Short term learning - Stimulate new ideas
- Emphasis on career intervention - Focus on creativity and
preparation individual experience

Outcome Immediate learning Change in skills Not only job related but
intervention affects change in attitude or
values
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 Create a Learning environment
“Continuous Learning”

Structuring resources, expectations, and learning culture in such

a way as to encourage employees to learn continuously
throughout their tenure with the organization.”
 Leadership, Management and Coaching

CONTROL

A process whereby an individual influences a

group of individuals to achieve a common goal
Northouse (2007)

Coaching is the idea of empowering people by

facilitating self-directed learning, personal growth
The art of getting things done through
and improved performance (Breser, 2010)
people (Drucker, 2011)

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Learning and Development check-points

• Motivation to learn Types of learner

- Active and Agile
• Ability to learn - Random and Passive
- Blocked
• Change in behaviour
• Change/Improvement in
performance
• Learning reinforced
• Enhance knowledge and skill

Return On Investment
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Training and Development through the lens of the Iceberg
model
Organisations perform because employees
perform

The relevance of an organisation depends on

employees up-to-date skills, knowledge and
conducive behaviors

Connect the employee with organization's

‘WHY’?

Satisfy personal growth needs

Career trajectory

Succession and Promotion

Orientation and Induction

Effective leadership and Management

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Key development and transformation imperatives

• Race – racial inequalities and focused attention on skills

provision for blacks
• Class – addresses social inequalities
• Gender – Men vs. Women disparities
• Geography – urban biases of economic development
• Age – Young vs. Old dynamics
• Disability – increase opportunities for persons with
disability
• HIV / AIDS Pandemic - active participation of society
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Stages in the Strategic Training and Development plan

Strategize
HR, Learning and
Business determine link
between learning needs
to strategic objectives

Justify Plan
Evaluate to which extent Specific measurable
the goals set at the learning objectives are
beginning have been met created

Organize
How the training will
occur as well as identify
number of resources
The Learning and Development Process

Business Unit aligned Individual scorecard /

Organisational Strategy Organisational Scorecard Personal Development Plan Skills and Capability Audit
Strategy Performance Contract
•Strategic direction •Aligned with overall •Strategic planning and •Aligned with Business •Formal, informal, •Learning Needs Analysis
•Aligned with People organisational strategy Performance Management scorecard Functional, Technical, Soft- •Functional capability and
priorities •People Strategy framework Skills and developmental Management/Leadership
needs of employee gaps

Employment Equity BBBEE Skills Leverage Leaner

PDP sign off Reporting
plan Development Plan Management Systems
• Align recruitment • Annual BBBEE skills • Align PDP’s o BBBEE • Data integrity • Track and Monitor
and talent development plan plans • Frequency of learning progress
development plans • Training spend capturing and sign
to EE targets against scorecard off
targets

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Training Needs Analysis

Pre-planning
• Scope of training needs
• Stakeholders
• Data gathering methods

Data Gathering
• Strategy
• Scorecards
• PDP’s
• Focus Groups / Interviews

Data Analysis
• Consolidate learning needs
• Prioritise needs + programmes

Mohammed H (2018) There is No Tail without the Head: The Missing Pieces, the Alignment and the Training Returns through Train ing Need
Post planning
Assessment. J Entrepren Organiz Manag 7: 236
• Stakeholder engagement
• BBBEE skills plan draft and sign off

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Prioritizing Learning Needs using the prioritization
template matrix

Assess impact / value to business

Assess ease of development

Off the shelf vs. designing from

scratch

Business growth?

Cost?

Scale of impact – few roles vs.

multiple departments

Urgency?

Source – where will we obtain this?

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On-the-job training techniques Away-from-the-job training techniques
- Job rotations - Lecture
- Enlarged and enriched job - Facilitation
responsibilities - Conferences
- Job-Instruction training - Simulations
- Coaching - Case Study
- Mentoring - Role-playing
- Committee assignments - Management games
- Assessment center
- Membership or professional
organizations
- Packaged/Tailored Training and
Development programmes
Building value for the organisation

Competence

Confidence

Credibility

Integral Coaching, 2019 36

Priority of Training and development in the 21st century?

1. Cultivate a self-directed learning environment

2. Quality improvement programmes
3. Technology and Digital related programmes
4. Customer service orientated programmes
5. Facilitate a two-way dialogue
6. Provide access to credible resources
7. Learning culture
8. Make learning active
9. Strategy relevance
10. Engagement mechanism for results
11. An investment into actual development
Legislation governing Training and Development

1. National Qualifications Framework

2. Skills Development Act
3. Skills Development Levies act
4. SETA
5. Workplace Skills plan
6. BBBEE
Activity….

Organize yourselves into your syndicate groups

Watch the following video’s on Canvas or YouTube

• BBC reports L'Oreal's Innovation in Hiring with

Seedlink
• Heineken – The Candidate

Discuss the video’s and share insights

Discuss the implications of the changing nature of work on
Recruitment / Talent Acquisition
Discuss innovative ways of addressing skills gap in support
of the organisations learning and development strategies

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Activity….

1. Organize yourselves into your syndicate groups

2. Watch the video on Canvas - The role of the HR
Business Partner in a Digital Age by Dave Ulrich ?
3. Discuss the video and share insights?
4. Discuss your perspectives on the role of the People
Practitioners in your organisation – what changes do
you believe needs to be considered by your
organisation to lift the strategic impact of the
HR/People Management function

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Activity….

1. Organize yourselves into your syndicate groups

2. Discuss the following:
With all the unprecedented and unique changes, and
challenges brought on by COVID, what guidance (tools,
techniques, methods) would you provide to managers on
how to onboard and manage their new hires while
working remotely during the pandemic. How would these
enable the managers to help the new employee (s) to get
acclimated and thrive in their new work environment

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