Once SADA select employees, they must be prepared to do their jobs, which is when orientation and training come in. Orientation means providing new employees with basic information about the SADA organization. Training programs are used to ensure that the new employee has the basic knowledge required to perform the job satisfactorily.
Orientation and training programs are important components in the processes of developing a committed and flexible high-potential workforce and socializing new employees. In addition, these programs can save employers money, providing big returns to an organization, because an organization that invests money to train its employees results in both the employees and the organization enjoying the dividend.
Orientation programs not only improve the rate at which employees are able to perform their jobs but also help employees satisfy their personal desires to feel they are part of the organization’s social fabric. The HR department of SADA generally orients newcomers to broad organizational issues and fringe benefits. Supervisors of SADA complete the orientation process by introducing new employees to co-workers and others involved in the job.
According to SADA Simply hiring and placing employees in jobs does not ensure their success. In fact, even tenured employees may need training, because of changes in the business environment. SADA organize trainings for employees for:
•Introduction of new equipment or processes
•A change in the employee’s job responsibilities
•A drop in an employee’s productivity or in the quality of output
•An increase in safety violations or accidents
•An increased number of questions
•Complaints by customers or co-workers
Evaluating Employee Performance:
Employee performance is evaluated regularly by SADA. Employees want feedback—they want to know what their supervisors think about their work. Regular performance evaluations not only provide feedback to employees, but also provide employees with an opportunity to correct deficiencies. Evaluations or reviews also help in making key personnel decisions, such as the following:
•Justifying promotions, transfers, and terminations
•Identifying training needs
•Providing feedback to employees on their performance
•Determining necessary pay adjustments
Social Association for Development of Afghanistan (SADA) is a non-governmental, non-for-profit and non-political Humanitarian and Development organization. SADA was founded in 1994 when Afghanistan was severely affected by internal war and access to any humanitarian facilities and services was practically debarred.
SADA was established with a vision of “To alleviate poverty and human sufferings to see educated, self-reliant, peaceful and developed Afghanistan” by enhancing access to quality and free education, improving health system, upgrading local agriculture & irrigation systems, increasing awareness around hygiene and sanitation, and advocating for the rights of women & children.
SADA has started its first operation in Kandahar province by implementing a UNOPS funded WASH project with the total fund of $12,657 in 1996. SADA gradually expanded its operations across the southern region by establishing partnerships with UNOPS, UNDP, UNWFP, UNICEF, UNHCR, Malala Fund, Street Child – Children in Crisis, GPE, JICA, Action Aid, ZOA Refugee Care, Royal Netherland Embassy, PRT and the government of Afghanistan.
SADA has been able to successfully implement over three hundred small and large humanitarian and developmental projects in various sectors across the country. Those projects have greatly contributed in improving the living conditions of hundreds of thousands needy people. SADA built up strong relationships with communities and gained a particular acceptance among the local people.
SADA is headquartered in Kabul and currently has sub offices in Kandahar, Zabul, Helmand, Sari-Pul, Faryab and Urozgan provinces. On the basis of service delivery, the organization has good reputation among donor organizations, government officials, Community elders and other stakeholders.