Flashcards
Talent retention & development W7
Cards in this deck (22)
- 1Talent Retention• Once employed, the critical challenge is how to retain staff.
• Lifelong learning has become vital to the success of modern organisations.
• Career development programs attempt to develop an employee’s career in a way that will benefit both the organisation and the individual. - 2HRD• Human resource development (HRD) can be defined as: ‘a set of systematic and planned activities designed by an organisation to provide its members with the opportunities to learn necessary skills to meet current and future job demands’.
- 3Training• Training is a more specific term used to describe generally short-term formal and semi-formal methods of transferring basic knowledge and skills to employees.
- 4Development• Development is usually a longer-term process focused on the acquisition of more complex and deeper competencies, which may involve both formal training programs and on-the-job practical experience, mentoring and coaching.
- 5The challenges of supply and demand• The crisis for labour supply.
• The need to ‘grow our own’.
• Economic recession poses challenges for the skill enhancement of labour.
• Continue to be part of the global landscape. - 6TALENT RETENTION• Emphasis was on attraction, but is moving to retention.
• The costs of any learning and development investment cannot be sustained when the employees receiving such an investment leave too quickly.
• The old ‘one size fits all’ approach will be ineffective. - 7Top five retention factors:1. flexible work arrangements
2. interesting, challenging work
3. good manager/supervisor
4. reasonable pay/salary
5. autonomy and empowerment. - 8Induction and orientation• The formal process of familiarising (or ‘orienting’) new employees with the organisation, their job and the work unit.
• Reduction of anxiety.
• Leads to the early development of positive attitudes, job satisfaction and long-term commitment to the organisation. - 9REASONS FOR INDUCTION• Increased employee retention.
• Enhanced productivity.
• Positive employee morale.
• Lower recruiting and training costs.
• The facilitation of subsequent learning.
• A reduction in the new employee’s anxiety. - 10Reduce employee anxiety• Results in greater productivity and reduced HR costs.
• Checklist approach.
• The peers (or ‘buddy’) providing this initial induction should reflect the correct policies of the organisation. - 11FOLLOW-UP AND EVALUATION• After the first day
• Throughout the first week
• At the end of the first month • At the end of the first year - 12LEARNING AND DEVELOPMENT PROGRAMS• Training aims to provide for or maintain an effective level of job performance to achieve organisational objectives as well as personal employee goals.
• Scope of training programs:
–opportunities to acquire new knowledge, skills and
abilities (KSAs) –accommodate changes to jobs. - 13A SYSTEMS APPROACH TO HRDEmphasises:
• HRD needs analysis
• formulating instructional objectives
• developing learning experiences
• establishing performance criteria to be met • obtaining evaluative information. - 14NEEDS ANALYSIS• Organisational analysis –macro-level.
• Task analysis –micro-level.
• Person analysis. - 15PRECONDITIONS FOR LEARNING• Employee ‘work readiness’: –maturational and experiential factors –background knowledge and skills.
• Employee motivation:
–recognise the need for acquiring new information or
for having new skills –continuing desire to learn. - 16DEVELOPING EMPLOYEES• On-the-job learning: instruction is given to employees by a supervisor or a senior employee.
• Off-the-job learning provides employees with development opportunities in settings away from their usual workplace:
–classroom and laboratory training methods –simulation method
–apprenticeship training and internships. - 17Mentoring• Executives and managers advise and encourage employees of lesser rank
• Informal or formal • Reverse mentoring - 18TECHNOLOGY-BASED LEARNING• e-learning – learning provided, conducted and/or facilitated via the use of electronic media and technology.
• m-learning – a type of e-learning which is often delivered over a distance, even globally, utilising electronic technologies. - 19Gen Y and new graduates• Trends in employee learning:
–greater emphasis on experiential learning –more tailored forms of training
–more mentoring and coaching –customised career paths
–providing ‘people skills’
–internationalisation of graduate recruitment and development. - 20Career management• Major forces for career development programs:
–competition for promotion
–constant innovation in technology
–more competitive but scarce labour markets –corporate rightsizing and restructuring –implications for employee commitment and loyalty. - 21career management- a 5 step program1. formulate your career development approach
2. conduct a skills vs. needs inventory
3. initiate meaningful career discussion
4. make employees accountable for the career discovery process
5. articulate ROI - 22Phases of a career development program• Determining individual and organizational needs: –goal-setting
–changes in HRM policies.
• Gauging employee potential: –career counseling
–the role of managers.