Delivering Improved Employee Orientation at Express Couriers - Case Study Example

CQ University Australia Queensland, New South Wales Campus School Of Arts, Business, Informatics And Education Assignment Cover Sheet Student Name: Unit & Unit Code: People Manager,HRM Lecturer: Assessment Name: Assignment 1, Report Word Count: 3314 Due Date: 10 May 2010 Except where appropriately acknowledged, this assignment is my own work, has been expressed in my own words, and has not previously been submitted for assessment in this or any other unit. Jane Carter 59/81Keating Street ,Indooroopilly QLD 4212 janecarter@goldcoast.equ.edu.au 7 May 2010 Ms Danica Kirkpatrick 6780 Whipple Road Brisbane, Queensland Australia Queensland University Head, Social Work Dept. Dear Danica, Please find attached the report you requested for assessment in the subject ‘Human Resource Management- Courier Enterprises. This report provides and analyse the importance of effectively managing the recruitment of employees in these enterprises. This paper makes readers realise the negative impacts on effective customer services delivery by inefficient HR management Please do not hesitate to contact me, if you have any questions about the information contained within this report. My contact details are provided above. Sincerely Jane Carter Student Effective Human Resources Management In Courier Enterprises Prepared for Prepared by May 2010 Executive Summary This paper gives a step by step guide on how to better manage the efficient recruitment of new employees by the human resources department, particularly in the courier industry. The aim of doing so is mainly due to the goal of keeping more customers after excellent customer services are exhibited. Table Of Contents Synopsis/Abstract--- 1 Introduction-- 1 Case Study Analysis—1-10 Conclusion-- 11 References—12-13 Synopsis/Abstract This paper gives tips to better manage HR activities in a courier enterprise through giving an analysis of a case study. In this case study, the writer acts as an HR recruitment specialist, analyses the situation and suggest better resolutions for the dilemmas the recruitment officers are facing. Introduction Being able to effectively manage the training and orientation of new employees would be the best asset a company can have. Happier employees mean more productive goods and services to be produced. In this paper, the writer talks about suggestions in order to improve employee orientation and trainings in a UK courier company. Case Study Analysis The Nature And Causes Of The Orientation Problem The nature of the orientation problem revolves around the expectations of the supervisor for the delivery drivers being trained to quickly grasp the concepts in the delivery work in the courier company than what is generally the normal duration for the concepts to be grasped. The supervisor likely had this notion due to him getting disillusions that if he does not produce skilled delivery drivers within a very short time, the company may likely incur numerous customers not happy with their services, and in turn, would prefer to use services of their competitors. This may have been happening partly due to the personality the supervisor has. He can better be classified as a person who expects too high on the achievements of other people. He is one of those people who think we all should be pushed to do our best, at times not within normal standards anymore. He is probably this way due to him being treated this way as well by his parents when he was a child. Or, he may have received numerous words that put him down in the past from classmates and colleagues that his being the best there is has gotten excessively out of norm. Whatever the situations surrounding his attitude, his attitude has been causing numerous troubles for the delivery drivers under his jurisdiction. These drivers do perform the best abilities to learn the ropes in the delivery courier service industry. The delivery drivers being pushed this , way, that is not considered normal anymore in the supervisor’s end which also likewise costs them the risk of losing the opportunity to work for the company after such time is totally heart wrenching and produces injustices on the delivery drivers’ parts. This irrational behaviour of the supervisor may also stem from the trauma he suffered when his previous trained delivery drivers failed to satisfy the majority of the customers they served after orientation commenced. At that time, the company may have lost numerous customers due to dissatisfaction incurred from the performances of these delivery drivers even after they were oriented to do their duties in the company. The supervisor has more likely incurred paranoia due to severe trauma he suffered having felt responsible for the failure of those drivers to perform at their best. Orientation Program Developed That Direct Supervisors Should Provide New Employees At The Work Site -Direct supervisors may find it helpful to adapt helpful methods of managing new employees’ orientation program from companies that cater to customer service needs (Lee, 2008). Customer service companies are the most frequent companies that provide intensive orientation programs to newly hired employees more than any other companies from other fields (Lee, 2008). This is such the case as these companies usually have to be very sensitive about the satisfaction of its customers more than any other aspects of the the operation of their business. Due to this situation, they would need to give additional trainings to newly hired employees on how to better handle customer service related issues, especially issues of complexities and sensitivities. These companies mostly depend on direct customers’ satisfaction in order to be able to survive in the industry. These supervisors are able to better provide an orientation program for their newly hires by implementing this program through learning the preferences of the customers, from the initial times they avail of the company’s services up to the very last moments (Lee, 2008). Supervisors learn how their services are viewed very realistically from the eyes of the customers, and not from their own views basing them on the experiences they encounter in their daily operational transactions and activies (Lee, 2008). One suggestion the courier company’s direct supervisor can better learn how to provide the best orientation program to new employees is by trying to be familiar with how web site server providers provide the best orientation program to newly hires. These providers base the orientation program they prepare for their employees on the feedbacks their customers give on their services (Lee, 2008). For example, these providers try to use their services first for trial before providing it to clients for purchase or demonstration (Lee, 2008). The providers make efforts to find out how pleased the customers would be to have good and fast connection when downloading their sites upon provision of the services by the company (Lee, 2008). By knowing so, they are able to give an orientation to newly hires as to how to better keep customer satisfaction intact. Thereby, after doing so, more loyal customers are kept instead of lost. The providers are likewise able to know how bad and irritated customers would feel when not obtaining the best services they truly deserve. The management of the web site provider then feel it is not justified to not have the A plus standard services customers deserve and how customers would be driven away when undergoing these negative experiences. -Put aside some money the company makes to spend in finding more resources and options to help the supervisors become better equipped in orienting new employees. This is very much recommendable to be incorporated as one of the orientation programs as author Doris Sims points out in her book entitled,” Creative New Employee Orientation Program,” the following reality factor prevailing in the workforce society: “few companies dedicate adequate resources to welcoming new workers. She cites a 2000 American Society for Training & Development report that found only 7 percent of training dollars went to new employee orientation.” (Sims, 2002). It seems that very few companies take the time to feel that a fruitful orientation for new employees mostly accompany financial resources spent to find the best resources and options there are to have the orientation positively commence. Numerous supervisors nowadays seem to think that any generic orientation program would work out successfully for employees and the standing of their companies in the global industry. This is the case where these supervisors are so wrong in having this notion. Because these supervisors have had a notion that is erroneous for quite some time, they usually are not able to provide the best orientation to their newly hired employees. These supervisors spend most of their time training their employees, thinking they are training them by the best possible abilities. They do not even stop to think they are missing the big picture of having set aside financial resources to fund the supervisor’s enrollment on a workshop in provision of orientation program. These financial resources may amount considerably. But, at the end of the day, the supervisors would feel contented and fruitful in having the capacity to provide the best possible orientation program there is, hence, enhancing workforce competence as well. Written Materials I Would Prescribe The Supervisor Should Provide For New Delivery Drivers In Light Of What Michael Already Provides Printed information of regulations governing the submission of feedbacks to supervisors by the delivery drivers as the orientation progress or after the orientation ends. It is a common knowledge that employees who have had extensive orientation or training prior to employment commencement have turned more sociable than those who never had this training experience prior to being employed in their entire workforce lifetime (Klein & Weaver, 2000). This is such the case as the training sessions provide more social contact with colleagues than the actual employment settings. Therefore, when employees were given the opportunities to experience extensive social and friendly contacts prior to commencing formal employments, they are capable to turn themselves into “people type of persons” as compared to how they used to be prior to undergoing these training or orientation sessions. When employees and any other people have turned more sociable, they naturally become more outspoken. They come out of their shells at this point to have others be aware of the things they feel in order to express their pleasure and displeasure. On this note, they would be more prone to allow their supervisors any thoughts they may have to enable the orientation program improve, or commend their supervisor for jobs well done in overseeing the training. When these employees express these inner thoughts, the supervisors would naturally better able to have these feedbacks be sent and received in more systematic ways, dire of chaos and disorderliness through enforcing regulations on employees on training when submitting these feedbacks. It would be of tremendous benefits to employees and supervisors as well when supervisors give out printed details instructing employees how to submit these feedbacks at the start of the orientation. By doing so, any confusions and chaos are avoided as early as possible. These printed documents must be concise, clear, and straight to the point. They have to avoid beating around the bush in order to avoid confusion as well. -Printed documents which detail tips of the supervisor for the employees on training to how better enhance and keep patience throughout the time they would be undergoing training. Supervisors understand that it would take a lot of their patience and perseverance in training newly hired employees (Lansing, 1989). In the process, supervisors invest time and efforts in training these people based on their beliefs the pros outweigh the cons in training these employees even if things may get difficult in the process of training them (Lansing, 1989). Supervisors often ask the following questions before being able to realise the pros outweigh the cons in training these employees (Lansing, 1989): "Am I committed to training this employee, to investing the time and resources needed to do the job right?” (Lansing, 1989). “Do I feel training and development is one of my foremost responsibilities as a supervisor, or do I see it as an added burden to my regular job-something I can do when I have a little free time?” (Lansing, 1989). “Do I subscribe to the sink-or-swim philosophy of training?" (Lansing, 1989). Lansing (1989) gives his insights on these issues, stating “As a supervisor, you get the job done through other people; so you should welcome the opportunity to develop new talent. Of course, you don't just train to make your job easier. You train because it's part of your responsibility to both the organization and the employee. First, the organisation expects you to train the employee to work effectively; second, the employee expects you to train him or her to take on greater responsibility in the future.” Supervisors are very much aware that like them, employees would have times when they get frustrated due to how things get difficult and come across as new during training. Because of this, supervisors are encouraged to provide written tips to employees on the start of the orientation on how to better become patient during the training process. Supervisors may give these tips through having experienced to come up with ways to be more patient. Other Actions I Suggest Supervisors Could Take To Orient New Delivery Drivers In Addition To The Written Materials Discussed in The Previous Point -Make efforts to build good first impressions on the first day of work (McGillicuddy, 1998). We were told ever since our childhood years that first impressions mostly last (McGillicuddy, 1998). Employees mostly build and keep the first impressions they get of their employers and supervisors on the first day of work (McGillicuddy, 1998). Employee communications professionals and human resources trainers give this statement on the degree of significance they see in giving the best employee orientation: “employee orientation is perhaps the critical introduction to an organization for a new employee. based on their experience during orientation, an employee often can tell how an organization truly views its work force” (McGillicuddy, 1998). With this in mind, It is very imperative supervisors give the best efforts they could give in providing the best orientation starting on the first day of work and onwards (McGillicuddy, 1998). They should be aware that being able to have the best orientation does not only rely on the efforts put forth by the employees, but also rely on the efforts they put in as well too. -Detailing verbally and in written materials disseminated the job tasks and expectations the supervisors would like to see in the employees’ performances during training (Goliath, 2004). It is very much recommendable that these details are given out on the start of the orientation in order to help the employees on training to perform up to the best of their abilities throughout the training sessions. From this point on, they are able to be aware the things they are supposed to do in order to succeed in the type of job they choose to get involved in. -Clearly letting the employees on training know without reservation the company’s culture and objectives (Goliath, 2004). It is better to allow employees be aware of how the company revolves when it comes to culturally and customised objective related issues, instead of being hesitant to allow employees to know due to pressure from advisors that disseminating these issues would cause rifts between supervisors and employees. Most of the time, being secretive or aloof about these issues cause more rifts as compared if these issues come out in the open right from the start of the orientation (Goliath, 2004). For instance, employing a Chinese delivery driver of the company who has just immigrated to the United Kingdom from China would help the courier company if they allow this driver to be aware of the cultural issues surrounding the operation of such UK-based courier company during the orientation this driver goes through. By being able to do so, the driver is able to have good working relations with British drivers as he would be able to avoid any cultural differences and conflicts with them. He would be able to do this by being more culturally aware by this time. -Inform employees on training of the differences in experiences they would encounter in the work force as compared to the experiences they learned they would have in employment sites when they were in school, undergraduate studies in college. The supervisor of the courier company can learn how effective this method can be from the University Of Arkansas For Medical Sciences, Clinical Programs Staff Education Department, which created a new orientation program for its newly hired employees called,” Professional Entry Into Practice” (Bowers, Bennett, Schneider & Brunner, 2009). A lot of times, newly graduated employees are not aware when they first enter the work force that actual employment is totally different from how employment is portrayed in the academic settings. Upon realising this, they are able to better adjust to the differences they encounter. -Conducting a formal conference during the training program whenever a critical issue needs to be discussed. Registered nurses, Hardy and Smith (2001), view this as critical in the actual employment work force in medical settings. The supervisor of the courier company may also apply this option in enforcing the training program for the delivery drivers. It is very helpful to conduct formal conferences to avoid confusions and mistakes even in trainings when critical issues come up. -The supervisors giving regular feedbacks on the trainee employees about their progress during the training would definitely be helpful in having these employees make improvements on areas where improvements need to be implemented. This method has popularly been utilised in the nursing work force when dealing with critical issues (Hinkle, Steffen, Heck, Mc Bride & Wenograd, 2006). Delivery driver trainees would also benefit from this orientation method in order to achieve the best potentials they could ever achieve. Supervisory Training Methods Suggested For Supervisors To Obtain From The Management -Requiring supervisors to regularly attend supervisory workshops. Attending these workshops would enable supervisors to constantly improve any weaknesses they observe in their skills throughout their career lifespan. Therefore, by doing so, they become better equipped in training the drivers. -Regularly obtaining tips from management team members on how to improve their supervisorial skills whenever the management can give these tips. As they say, nobody knows better than the experts. Therefore, any advice higher individuals make in the establishment are definitely worth to be thought about. Conclusion The writer hopes the management takes the suggestions mentioned above into careful consideration when implementing positive modifications in the supervisor’s training and orientation programs for delivery drivers. Upon doing so, more efficient employees and satisfied customers may more likely be produced. References: Lee, D. 2008. Your Onboarding Program Needs A Pair Of Fresh Eyes. Recruiting Intelligence, Recruiting Community, [Online] Available at: http://www.ere.net/2008/05/15/your-onboarding-program-needs-a-pair-of-fresh-eyes/ (ERE Media, Inc.) [Accessed 10 May 2010]. Sims, D. 2002. Creative New Employee Orientation Programs. USA: McGraw Hill, Inc. Klein, H.J.& Weaver, N.A., 2000. The Effectiveness Of An Organisational Level Orientation Training Program In The Socialisation Of New Hires (Statistical Data Included). Personnel Psychology, [Online] Available at: http://www.accessmylibrary.com/article-1G1-61643739/effectiveness-organizational-level-orientation.html (Gale, Inc.) [Accessed 10 May 2010]. Lansing, R.L. 1989. Training New Employees. Supervisory Management, [Online] Available at: http://www.accessmylibrary.com/article-1G1-7405684/training-new-employees.html (Gale, Inc.) [Accessed 10 May 2010]. McGillicuddy, J., 1998. Making A Good First Impression. Public Personnel Management, [Online] Available at: http://www.questia.com/googleScholar.qst;jsessionid=LnVZTcJyBvpYwNGTxClYCPh4tcM81J1TM255V0bhkyjMtWhhyWL0!783601474!-129296667?docId=5001405418 (Questia, Inc.) [Accessed 10 May 2010]. Goliath, 2004. Creating Effective Orientation Programs. San Diego Business Journal, [Online] Available at: http://goliath.ecnext.com/coms2/gi_0199-607960/Creating-effective-orientation-programs.html (The Gale Group Inc.) [Accessed 10 May 2010]. Bowers, B. et. al., 2009. A New Approach To Orientation: Professional Entry Into Practice. Journal For Nurses In Staff Development, [Online] Available at: http://journals.lww.com/jnsdonline/Abstract/2009/05000/A_New_Approach_to_Orientation__Professional_Entry.17.aspx (Lippincott, Williams & Wilkins) [Accessed 10 May 2010]. Hardy, R. & Smith, R. 2001. Enhancing Staff Development With A Structured Preceptor Program. Journal Of Nursing Care Quality, [Online] Available at: http://journals.lww.com/jncqjournal/Abstract/2001/15020/Enhancing_Staff_Development_with_a_Structured.3.aspx [Online] Available at: http://journals.lww.com/jncqjournal/Abstract/2001/15020/Enhancing_Staff_Development_with_a_Structured.3.aspx (Lippincott, Williams & Wilkins) [Accessed 10 May 2010]. Hinkle, J.L., et. al. 2006. A Team Approach To Neuroscience Nursing Critical Care Orientation. Journal Of Neuroscience Nursing, [Online] Available at: http://www.entrepreneur.com/tradejournals/article/153359457.html (Entrepreneur) [Acessed 10 May 2010]. Read More