Karteikarten
Chapter 7 - Training and Development
Karten in diesem Stapel (23)
- 1Executive Onboarding for external hires- Onboarding provides a guide to the new corporate culture and its people and personalities
- companies often do a bad job with it
- up to 40% of externally hired executives fail within first 18 months - 2Training and Development- they are designed to improve employe. improve the competency and organizational performance
- Training: provides with knowledge and skills needed for present job
- Development: long-term focus, beyond current job - 3Factors influencing T&D- Top Management Support
- Shortage of skilled workers
- Technological advances
- World complexity
- Lifetime learning
- Learning styles
- Blended Training/Blended Learning
- Learning Generalizations
- Other Human Resource function - 4Training and Development Process- Determining Specific T&D needs
- establish specific T&D Objectives
- Select T&D Methods and Delivery Systems
- Implement T&D Programs
-- Evaluate T&D Programs - 5Various Training and Development Methods- Instructor-led
- E-learning
- Live Virtual Classroom
- Case study
- Behavior modeling
- Role playing
- Training games
- Business games
- In-basket training
- On-the-job training
- Internships
- Apprenticeship training - 6Mobile Learning- learning that takes place via mobile or portable dvices
- can take place in setting where the learning is to be put into practice
- permits virtually instant feedback and portability - 7Training and Development Delivery Systems- Corporate universities
- Colleges and universities
- Community colleges
- Online higher education
- Videoconferencing
- Vestibule system
- Video media
- Simulators - 8Management Development- Upgrading skills and knowledge needed in current and future managerial positions
- managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment
- first line supervisors, middle managers and executives may all participate - 9Mentoring- Approach to advising, coaching and nurturing
- Creating practical relationship enhance
- mentor can be located anywhere
- relationship can be formal or informal - 10Coaching- often considered responsibility of immediate boss or supervisor
- Coach provides assistance much like a mentor would
- customized employee development - 11Reverse Mentoring- Process thorugh which older employees learn from younger employees
- existence of these two diverse groups has led to reverse mentoring - 12Orientation- Onboarding
- Initial T&D effort designed for employees
- goal is to inform about company, job and workgroup
- helps them decide whether or not to stay in company within first 6 months
(its about: employment situation, policies and rules, compensation and benefits, corporate culture, team membership, employee development, socialization) - 13Implementing Training and Development Programms- some managers are to action-orientated and feel to busy to do T&D programs
- Trainer must be available - 14Metrics for evaluating training and development- Participant Opinion
- Extent of learning
- Behavioral change
- Accomplishment of T&D Objectives
- Return-on-Investment from training
- Benchmarking - 15Organization Development- planned and systematic attempts to change the organization
- develop more open, productive, compatible workplace
- methods like survey feedback quality circles and team building
- employee satisfaction survey - 16Organization Development techniques- Survey feedback (eg by questionnaires, interviews)
- Quality circles (groups of emplyoees meeting with supervisors for problems)
- Team Building (effort to develop effective workgroups) - 17Job Security / Career SecurityJob Security: security in one job, with one company. Dpenedent on employee doing good job and keeping out of trouble.
Career Security: developing marketable skills and expertise that help ensure employment within a range of careers, ability to perform within broad range of requirements for multiple employers - 18Career planning- Ongoing process whereby and individual sets career goals and identifies means to achieve them.
Should evaluate abilities and interests - 19Career paths- Flexible line of movement through which person may travel during work life
- 20Career Development- Formal Approach used by organization to ensure people with proper qualifications and experiences are available when needed
- 21Career Development methods- Manager/Employee self-service
- Discussion with knowledgeable individuals
- company material
- performance appraisal system
- workshops - 22Various career paths- Traditional career path
- Network career path
- Lateral skill path
- Dual career path
- Adding value to your career
- Demotion - 23Global meetings thorugh telepresence- business travel is based on belief that there is no substitute for reading body language of the person in front of you
- provides illusion of sitting across a conference table
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- Der Nutzer hat seine Fachbereichs-Information gelöscht. Karteikarten am Chapter 7 - Training and Development, erstellt von Gelöschter Nutzer am 22/01/2020.
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- Erstellt von Josefine Marie · 22 Jan 2020
- Kopiert von Josefine Marie · 22 Jan 2020
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