9000833
Descrição
FlashCards por Dilek Senturk, atualizado more than 1 year ago
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Criado por Dilek Senturk
quase 7 anos atrás
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| Questão | Responda |
| Talent 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. |
| HRD | • 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’. |
| Training | • 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. |
| Development | • 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. |
| The 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. |
| TALENT 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. |
| Top five retention factors: | 1. flexible work arrangements 2. interesting, challenging work 3. good manager/supervisor 4. reasonable pay/salary 5. autonomy and empowerment. |
| Induction 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. |
| REASONS 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. |
| Reduce 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. |
| FOLLOW-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 |
| LEARNING 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. |
| A SYSTEMS APPROACH TO HRD | Emphasises: • HRD needs analysis • formulating instructional objectives • developing learning experiences • establishing performance criteria to be met • obtaining evaluative information. |
| NEEDS ANALYSIS | • Organisational analysis –macro-level. • Task analysis –micro-level. • Person analysis. |
| PRECONDITIONS 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. |
| DEVELOPING 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. |
| Mentoring | • Executives and managers advise and encourage employees of lesser rank • Informal or formal • Reverse mentoring |
| TECHNOLOGY-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. |
| Gen 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. |
| Career 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. |
| career management- a 5 step program | 1. 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 |
| Phases 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. |
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