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Chapter6TrainingEmployees1. Discusshowtolinktrainingprogramstoorganizationalneeds.2.

Explainhowtoassesstheneedfortraining.

3.

Explainhowtoassessemployees’readinessfortraining.Describehowtoplananeffectivetrainingprogram.Comparewidelyusedtrainingmethods.Summarizehowtoimplementasuccessfultrainingprogram.Evaluatethesuccessofatrainingprogram.8.

Describetrainingmethodsforemployeeorientationanddiversitymanagement.WhatDoINeedtoKnow?9TotalRewardsCHAPTER(c)2005McGraw-HillRyersonLtd.Chapter6TrainingEmployees1. DTotalRewardsatInSystems AnythingthatemployeestakeintoaccountwhenconsideringthevalueofworkingatInSystemsispartofthetotalrewardspackage.Vice-PresidentofHR,LaurieMcRaeputaprocessinplacetore-examineeverythingthatcomprisedtheemployeevaluepropositiontoensurecompensationandrewardsaremanagedasaportfolio.2of19(c)2005McGraw-HillRyersonLtd.TotalRewardsatInSystems AnyIntroduction3of19TotalrewardsisacomprehensiveapproachtocompensatingandrewardingemployeesTotalcompensationincludesalltypesoffinancialrewardsandtangiblebenefitsandservicesemployeesreceiveaspartoftheiremploymentDirectcompensationIndirectcompensation(c)2005McGraw-HillRyersonLtd.Introduction3of19Totalrewa.4of21TotalRewardsinExchangeforWork4of19(c)2005McGraw-HillRyersonLtd..4of21TotalRewardsinExch.4of21TheTotalRewardsDollar5of15(c)2005McGraw-HillRyersonLtd..4of21TheTotalRewardsDolInfluences&DecisionsonBasePay6of19KeyDimensionsLegalEconomicPayFairnessPayStructureJobStructure(c)2005McGraw-HillRyersonLtd.Influences&DecisionsonBaseLegalRequirements7of217of19LegalRequirementsforCompensationHumanRightsLegislationEmployment/LabourStandardsPayEquity(c)2005McGraw-HillRyersonLtd.LegalRequirements7of217ofEconomicInfluencesonPay8of21ProductMarketsPressuretobegloballycompetitiveIncreasesinemployees’payneedtobelinkedtoincreasesinproductivityPayLevel:DecidingWhattoPay

Maypayat,above,orbelowtheratesetbymarketforcesOrganizationsmustevaluatepayasaninvestmentthatcangeneratereturnsinattracting,retaining,andmotivating8of19(c)2005McGraw-HillRyersonLtd.EconomicInfluencesonPay8ofPayFairness7of217of169of19(c)2005McGraw-HillRyersonLtd.PayFairness7of217of169JobStructure8of21Jobevaluation

considerstherelativecontributioneachjobmakestotheorganization’soverallperformanceAnadministrativeprocedureformeasuringtherelativeinternalworthofjobsUsescompensablefactorsi.e.thecharacteristicsofajobthattheorganizationvaluesandchoosestopayfore.g.Skill,Effort,Responsibility,WorkingConditionsMayfocusonlyonkeyjobs10of19(c)2005McGraw-HillRyersonLtd.JobStructure8of21JobevaluPayStructure8of21Paystructure

involvesputtingtogetherdecisionsabouthowmuchtopay(paylevel)andtherelativevalueofeachjob(jobstructure)Payratesi.e.ofkeyandnonkeyjobsPaygradesi.e.groupofjobhavingsimilarworthorcontentPayrangesi.e.withinaparticularpaygradeorband11of19(c)2005McGraw-HillRyersonLtd.PayStructure8of21PaystrucAlternativestoJob-BasedPay8of21Broadbanding

mayprovidegreaterflexibilitybyreducingthenumberoflevelsintheorganization’sjobstructureCreatesbroadergroupingsofjobsi.e.reduceslayersCompetency-basedpaysystemsarepaystructuresthatsetpayaccordingtotheemployees’levelsofskillorknowledgeandwhattheyarecapableofdoingCanencourageaclimateoflearning12of19(c)2005McGraw-HillRyersonLtd.AlternativestoJob-BasedPay8EffectiveIncentivePayPlans9of2113of19(c)2005McGraw-HillRyersonLtd.EffectiveIncentivePayPlans9TypesofIncentivePay11of2114of19PieceworkRatesStandardHourPlansMeritPayPerformanceBonusesSalesCommissionsGainsharingGroupBonuses&TeamAwardsProfitSharingStockOwnershipBalancedscorecardIndividualGroupOrganizational(c)2005McGraw-HillRyersonLtd.TypesofIncentivePay11of21BenefitsandServices13of2115of19CPP/QPPEmploymentInsurance(EI)Workers’CompensationMinimumvacationPaidholidaysPaidLeaveGroupInsuranceMedicalLifeDisabilityRetirementPlansFamily-FriendlyOtherOptionalLegallyRequired(c)2005McGraw-HillRyersonLtd.BenefitsandServices13of21EmergingBenefits(Figure9.13)14of21.16of19(c)2005McGraw-HillRyersonLtd.EmergingBenefits(Figure9.13經(jīng)常不斷地學(xué)習(xí),你就什么都知道。你知道得越多,你就越有力量StudyConstantly,AndYouWillKnowEverything.TheMoreYouKnow,TheMorePowerfulYouWillBe寫在最后經(jīng)常不斷地學(xué)習(xí),你就什么都知道。你知道得越多,你就越有力量寫ThankYou在別人的演說(shuō)中思考，在自己的故事里成長(zhǎng)ThinkingInOtherPeople‘SSpeeches，GrowingUpInYourOwnStory講師：XXXXXXXX年XX月XX日ThankYouChapter6TrainingEmployees1. Discusshowtolinktrainingprogramstoorganizationalneeds.2.

Explainhowtoassesstheneedfortraining.

3.

Explainhowtoassessemployees’readinessfortraining.Describehowtoplananeffectivetrainingprogram.Comparewidelyusedtrainingmethods.Summarizehowtoimplementasuccessfultrainingprogram.Evaluatethesuccessofatrainingprogram.8.

Describetrainingmethodsforemployeeorientationanddiversitymanagement.WhatDoINeedtoKnow?9TotalRewardsCHAPTER(c)2005McGraw-HillRyersonLtd.Chapter6TrainingEmployees1. DTotalRewardsatInSystems AnythingthatemployeestakeintoaccountwhenconsideringthevalueofworkingatInSystemsispartofthetotalrewardspackage.Vice-PresidentofHR,LaurieMcRaeputaprocessinplacetore-examineeverythingthatcomprisedtheemployeevaluepropositiontoensurecompensationandrewardsaremanagedasaportfolio.2of19(c)2005McGraw-HillRyersonLtd.TotalRewardsatInSystems AnyIntroduction3of19TotalrewardsisacomprehensiveapproachtocompensatingandrewardingemployeesTotalcompensationincludesalltypesoffinancialrewardsandtangiblebenefitsandservicesemployeesreceiveaspartoftheiremploymentDirectcompensationIndirectcompensation(c)2005McGraw-HillRyersonLtd.Introduction3of19Totalrewa.4of21TotalRewardsinExchangeforWork4of19(c)2005McGraw-HillRyersonLtd..4of21TotalRewardsinExch.4of21TheTotalRewardsDollar5of15(c)2005McGraw-HillRyersonLtd..4of21TheTotalRewardsDolInfluences&DecisionsonBasePay6of19KeyDimensionsLegalEconomicPayFairnessPayStructureJobStructure(c)2005McGraw-HillRyersonLtd.Influences&DecisionsonBaseLegalRequirements7of217of19LegalRequirementsforCompensationHumanRightsLegislationEmployment/LabourStandardsPayEquity(c)2005McGraw-HillRyersonLtd.LegalRequirements7of217ofEconomicInfluencesonPay8of21ProductMarketsPressuretobegloballycompetitiveIncreasesinemployees’payneedtobelinkedtoincreasesinproductivityPayLevel:DecidingWhattoPay

Maypayat,above,orbelowtheratesetbymarketforcesOrganizationsmustevaluatepayasaninvestmentthatcangeneratereturnsinattracting,retaining,andmotivating8of19(c)2005McGraw-HillRyersonLtd.EconomicInfluencesonPay8ofPayFairness7of217of169of19(c)2005McGraw-HillRyersonLtd.PayFairness7of217of169JobStructure8of21Jobevaluation

considerstherelativecontributioneachjobmakestotheorganization’soverallperformanceAnadministrativeprocedureformeasuringtherelativeinternalworthofjobsUsescompensablefactorsi.e.thecharacteristicsofajobthattheorganizationvaluesandchoosestopayfore.g.Skill,Effort,Responsibility,WorkingConditionsMayfocusonlyonkeyjobs10of19(c)2005McGraw-HillRyersonLtd.JobStructure8of21JobevaluPayStructure8of21Paystructure

involvesputtingtogetherdecisionsabouthowmuchtopay(paylevel)andtherelativevalueofeachjob(jobstructure)Payratesi.e.ofkeyandnonkeyjobsPaygradesi.e.groupofjobhavingsimilarworthorcontentPayrangesi.e.withinaparticularpaygradeorband11of19(c)2005McGraw-HillRyersonLtd.PayStructure8of21PaystrucAlternativestoJob-BasedPay8of21Broadbanding

mayprovidegreaterflexibilitybyreducingthenumberoflevelsintheorganization’sjobstructureCreatesbroadergroupingsofjobsi.e.reduceslayersCompetency-basedpaysystemsarepaystructuresthatsetpayaccordingtotheemployees’levelsofskillorknowledgeandwhattheyarecapableofdoingCanencourageaclimateoflearning12of19(c)2005McGraw-HillRyersonLtd.AlternativestoJob-BasedPay8EffectiveIncentivePayPlans9of2113of19(c)2005McGraw-HillRyersonLtd.EffectiveIncentivePayPlans9TypesofIncentivePay11of21

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