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HR Essentials - Chapter 8 Development
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- 1Employee OrientationA procedure of providing new employees with basic background information about the firm
- 24 things to accomplish when orienting new employees1. Make the new employee feel welcome, at home and part of the team
2. Make sure the new employee has the basic information to function effectively
3. Help the new employee understand the organization in a broad sense
4. Start socializing the person into the firm's cultural and ways of doing things - 3Orientation Process : LengthDepends on what you cover, most takes several hours
- 4The Orientation Process : Who Does What First1. Human Resource Specialist
(in smaller firms; office managers)
2. Supervisors - 5The Orientation Process : Human Resource Specialist/Office ManagerPerforms the first part of the orientation by explaining basic matters like working hours and benefits
- 6The Orientation Process : SupervisorContinues orientation by explaining the department's organization, introducing the person to his/her new colleagues, familiarizing him/her with the workplace, and reduce first day jitters
- 7Orientation Process : Supervisor Should Do What To New Employees?They should follow up and encourage new employees to engage in activities that will enable each to "learn the ropes".
- 8Orientation Process : New Employees With DisabilitiesIntegration and socialization is highly influenced by the behavior of coworkers and supervisors
- 9What should employers include in the Employee Handbook?-A disclaimer stating, "Nothing in this handbook should be taken as creating a binding contract between employer and employees, and all employment is on an at will basis."
-Should adjust their employee handbook contents to the realities of social media - 10Directly after orientation, what should begin?Training
- 11What is training?The process of teaching new or current employees the basic skills they nee to perform their jobs
- 12Training and the Law: DiscriminationTitle VII of the Civil Rights Act of 1964 and related legislation requires that the employer avoid discriminatory actions in all aspects of its human resource management process, applies to selecting which employees to train
- 13Harassment TrainingEEOC stresses that employers "should provide training to all employees to ensure they understand their [sexual harassment] rights and responsibilties
- 14Negligent TrainingA situation where an employer fails to train adequately, and the employee subsequently harms a third party
- 15Aligning Strategy and TrainingThe aim is to identify the employee behaviors the firm will need to execute its strategy, and from that deduce what competencies employees will need. Then, put in place training goals and programs to instill these competencies
- 16What does training rank higher than?Appraisal and feedback and just below goal setting in it effect on productivity
- 17What can one do to ensure the training effort translates into improved performance?1) Define the training effort's purpose in terms of how it should affect organizational performance
2) Make sure the company's strategies drive the training program's design
3) Check in with internal customers and make sure the program is working for them
4) View working for these internal customers to improve their performance as your mission - 18What is ADDIE?~Analyze
~Design
~Develop
~Implement
~Evaluation - 19ADDIE : AnalyzeThe training need
- 20ADDIE : DesignThe overall training program
- 21ADDIE : DevelopThe course (actually assembling/creating the training materials)
- 22ADDIE : ImplementTraining; actually training the targeted employee group using methods such as on-the-job or online training
- 23ADDIE : EvaluateThe course's effectiveness
- 24The training needs analysis may need to address what?The employer's strategic/longer term training needs and/or its current training needs
- 25Strategic Training Needs Analysis- Often means the firm will have to fill new jobs
- Identifies the training employees will need to fill these new future jobs - 26What is the result of the Strategic Training-based needs analysis?It will support the employer's succession planning
- 27Current Training Needs Analysis : NEW employeesIs to determine what the job entails and to break it down into sub-tasks, each of which you then teach to the new employee
- 28Current Training Needs Analysis : CURRENT employees-Is more complex, you must ascertain whether training is the solution
*Performance can be down due to poor motivation - 29Manager use what to identify new employees' training needs?Task analysis
- 30What is Task Analysis?A detailed study of a job to identify the specific skills required
- 31Managers use what to identify current employee' training needs?Performance Analysis
- 32What is the best talent management practice suggests using?The same set of job-related competencies for training the employee as for recruiting, selecting, appraising, and paying him/her.
- 33What is the Competency Model?A graphic model that consolidates, usually in one diagram, a precise overview of the competencies (knowledge, skills and behavior) someone would need to do a job well
- 34What is Performance Analysis?Verifying that there is a performance deficiency and determining whether that deficiency should be corrected through training or through some other means
- 35What does performance analysis begin with?With comparing the person's actual performance to what it should be, doing so helps to confirm that there is a performance deficiency
- 36What are some ways to identify how a current employee is doing?-Performance appraisals
-Job related performance data
-Observations by supervisors or other specialists
-Interviews with the employee or his/her supervisor
-Test of thing like job knowledge, skills, attendance
-Attitude surveys
-Assessment center results
-Special performance gap analytical software - 37What is learning?acquisition of memory, or higher level integration or ordering of memory
- 38What is training?learning designed to result in on the job changes in behavior
- 39What is KSAO?Knowledge
Skills
Abilities
Others - 40What problem is MOST likely to be addressable through training?Employee productivity is low because of lack of skill
- 41What KSAO's must be gains from training?~Knowledge & skills can be trained
~Abilities & Others - such as motivation - likely cannot be trained - 42Why is training often not the answer to a performance problem?Why training is often not the answer is because knowledge and skills can be trained while abilities and others such as motivation likely can’t be trained.
- 43What should you do to increase the potential learning will result in training?Employers need employees to apply their training experience/knowledge they just learned to the job. How they do that is by the employer asking employees questions about the training and on the performance appraisal. If they don’t apply anything, it would have been a waste of time and money for the company.
- 44Why do humans hate change? How does one reduce this resistance?They are faced with possibility to change, they will come up with reasons not to change and come up with excuses. How one can reduce this resistance is to start with an ending and sell that the “old” is going away. You have to remove the status quo and they will figure out the new that is occurring.
- 45Determining training content is part of?Training design
- 46Creating the training content is part of?Training development
- 47Conducting a pilot training program is an example of?Training development
- 48What is design?Planning the overall training program including training objectives, delivery methods and program evaluation
- 49What should the design include?How you plan to set a training environment that motivates your trainees both to learn and to transfer what they learn to the job
- 50What should instructional objectives specify in?Measurable terms what the trainee should be able to do after successfully completing the training program
- 51How to make the learning meaningful1) At the start, provide a bird's eye view of the material you are going to present
2) Use familiar examples
3) Organize the information you can present it logically
4) Use terms and concepts that are already familiar
5) Use visual aid
6) Create a perceived training need in trainee's mind - 52How to make skills transfer obvious and easy1) Maximize the similarity between training situation and work situation
2) Provide adequate practice
3) Label or identify each feature of the machine and/or step in process
4) Direct the trainees' attention to important aspects of the job
5) Provide "heads up" information
6) Trainees learn best at their own pace - 53How to reinforce the learning1) Trainees learn best when the trainers reinforce correct responses ("well done")
2) The learning curve goes down late in the day
3) Provide follow-up assignments at the close of training, so trainees can apply back to job they learned
4) Incentivize - 54How to ensure transfer of learning to the job- Prior to training
- During training
- After training - 55Prior to training-Get trainee and supervisor input in designing the program
- Institute a training attendance policy
- Encourage employees to participate - 56During trainingProvide trainees with training experiences and conditions that resembles the actual work environment
**Goal setting is important - 57After trainingReinforce what trainees learned
Ex: having right tools/materials and rewarding employees for using new skills - 58Program developmentActually assembling the program's training content and materials
- 59Implementactually provide the training, using on or more of the instructional methods
- 60On-The-Job-Training (OJT)training a person to learn a job while working on it
- 61Types of On-The-Job-Training-Coaching or understudy method
- Job Rotation
-Special assignment - 62Coaching or understudy methodexperienced worker or the trainee's supervisor trains employees
- 63Job Rotationan employee (management trainee)
moves from job to job at planned intervals - 64Special assignmentsgive lower-level executives firsthand experience in working on actual problems
- 65Steps to help ensure OJT success1) Prepare the learner
2) Present the operation
3) Do a tryout
4) Follow-up - 66What is apprenticeship training?A structured process by which people become skilled workers through a combination of classroom instruction and on-the-job-training
- 67Informal learningperforming their jobs while interacting every day with their colleagues
- 68Job Instruction Training (JIT)listing each job's basic tasks, along with key points, in order to provide step-by-step training for employees
- 69What is Programmed Learning?A systematic method for teaching job skills, involving presenting questions or facts, allowing the person to respond, and giving the learner immediate feedback on the accuracy of his/her answers
- 70What is behavior modeling?A training technique in which trainees are first shown good management techniques in a film, are asked to play roles in a simulated situation, and are given feedback and praise by their supervisor
- 71Electronic Performance Support Systems (EPSS)Sets of computerized tools and displays that automate training, documentations, and phone support; integrate this automation into applications; and provide support that's faster, cheaper and more effective than traditional methods
- 72Job Aidsa set of instructions, diagrams, or similar methods available at the job site to guide the worker
- 73Computer-Based Training (CBT)refers to training methods that use interactive computer-based systems to increase knowledge or skills
- 74Lifelong Learningprovides employees with continuing leaning experiences over their tenure with the firm, with the aims of ensuring they have the opportunity to learn the skills they need to do their jobs and to expand their occupational horizons
- 75Cross trainingtraining employees to do different task or jobs than their own; doing so facilitates flexibility and job rotation
- 76Interpersonal skills trainingex: listening, handling conflict, and negotiating
- 77Learning portalsa section of an employer's website that offers employees online access to training courses
- 78Learning Management Systems (LMS)special software tools that support Internet training by helping employers identify training needs, to schedule, deliver, assess, and manage online training itself
- 79What is blended learning?Trainees use multiple delivery methods to learn the material
- 80Interactive traininginject realism into their training
ex: plane crash - 81Interactive Multimedia trainingintegrates the use of text, video, graphics, photos, animation, and sound to create a complex training environment with which the trainee interacts
- 82Advantages of trainingMastery of learning, increased retention, and increase trainee motivation
- 83Learning Portala section of an employer's website that offers employees online access to training courses
- 84Learning Management Systems (LMS)special software tools that support Internet training by helping employers identify training needs, and to schedule, deliver, assess, and mange the online training itself
- 85Virtual Classroomteaching methods that uses special collaboration software to enable multiple remote learners, using their PCs or laptops, to participate in live audio and visual discussions, communicate via written text, and learn via content such as PowerPoint slides
- 86Outsourced LearningUtilizing a resource outside the company to provide employee training
- 87Web 2.0 Learningtraining that uses online technologies such as social network, virtual worlds, and systems that blend synchronous and asynchronous delivery with blogs chat rooms, bookmark sharing.
- 88Creating Your Own Training Program steps1) Set training objectives
2) Write a detailed job description
3) Develop a Abbreviated Task Analysis Record Form
4) Develop a Job Instruction Sheet
5) Prepare ta Training Package for the Job - 89Management developmentany attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills
- 90What does the management development process consist of?1) Assess the company's strategic needs
2) Appraise manager's current performance and skills
3) Develop the managers to fill these positions - 91Succession Planning Processthe process through which a company plans for and fill senior-level openings
- 929-Box Gridshows POTENTIAL from low-high on y-axis and PERFORMANCE from low-high on x-axis (total of 9 possible boxes)
- 93Managerial On-the-Job Traininginclude job rotation, the coaching/understudy approach, and action learning
- 94Job Rotationa management training technique that involves moving a trainee from department to department to broaden his/her experience and identify strong and weak points
- 95Coaching/Understudy approachthe trainee works directly with a senior manager or with the person he/she is to replace; the latter is responsible for the trainee's coaching
- 96Action learninga training technique by which management trainees are allowed to work full-time analyzing and solving problems in other departments
- 97Castudy methoda development in which the manager is presented with a written description of an organizational problem to diagnose and solve
- 98Management Gamea development technique in which teams of managers compete by making computerized decisions regarding realistic but simulated situations
- 99Role Playinga training technique in which trainees act out parts in a realistic management situation
- 100In-house development center (corporate universities)a company-based method for exposing prospective managers to realistic exercises to develop improved management skills
- 101Executive coachan outside consultant who questions the executive's associates in order to identify the executive's strengths and weaknesses, and then counsels the executive so he/she can capitalize on those strengths and overcome the weaknesses
- 102The Society for Human Resource Management (SHRM)encourages HR professionals to qualify for certification by taking examinations
- 103What are the five (5) aspects of companies?1) Strategy
2) Culture
3) Structure
4) Technologies
5) Attitude and skills - 104All behavior in organizations was a product of two kinds of forces. Which are...1) Those striving to maintain the status quo
2) Those pushing for change - 105What are the three steps of change?1) Unfreezing
2) Moving
3) Refreezing - 106Unfreezingreducing the forces that are striving to maintain status quo, usually by presenting a provocative problem/event to get people to recognize the need for change and to search for a new solution
- 107Movingdeveloping new behaviors, values, and attitudes.
ex: organizational structure changes, conventional training and development activities - 108Refreezingbuilding in the reinforcement to make sure the organization doesn't slide back into former ways of doing things
- 109Unfreezing Stage Steps1) Establish a sense of urgency
2) Mobilize commitment - 110Moving Stage Steps1) Create a guiding coalition
2) Develop and communicate a shared vision
3) Help employees make the change
4) Consolidate gains and produce more change - 111Refreezing Stage Step1) Reinforce the new ways of doing things
2) Leader must monitor and asses progress - 112Organizational Development (OD)a special approach to organizational change in which employees themselves formulate and implement the change that's required
- 113What are the characteristics of Organizational Development (OD)1) Usually involves action research
2) Applies behavioral science knowledge to improve organization's effectiveness
3) Changes the organization in a particular direction - 114Formal Structural Change Programemployees collect data on the company's existing organizational structure; they jointly redesign and implement a new one
- 115Strategic interventionsuse action research to improve a company's strategic management
- 116What are the 4 step of Integrated Strategic Management?1) Analyze current strategy and organizational structure
2) Choose a desired strategy and organizational structure
3) Design a strategic change plan
4) Team oversees implementing the strategic change and reviewing the results - 117How can a manager evaluate the training program?1) Measure participants' reactions to the program
2) What the trainees learned from the program
3) What extent their on-the-job behavior or results changed as a result of the program - 118Controlled experimentformal methods for testing and effectiveness of a training program, preferably with before-and-after test and a control group
- 119What are the four basic categories of training outcomes and effects can a manager measure?1) Reaction
2) Learning
3) Behavior
4) Results
Información
- Descripción
- Fichas sobre HR Essentials - Chapter 8 Development, creado por nkauyerlor el 28/04/2015.
- Creado por
- nkauyerlor · abr 2015
- Actualizado
- 7 ene 2017
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