Recruitment Training AN (2nd half final)

competiveness

a company’s ability to maintain & gain market share in an industry

competitive advantage

an upper hand over other firms in an indusrty

human resource management

the policies, practices, & systems that influence employee’s behavior, attitudes, and performance

stakeholders

company leaders, top-level managers, mid-level managers, trainers, & employees who are end users of learning who have an interest in training & development & whose support is important for determining its success (or failure)

learning

the acquisition of knowledge by individual employees or groups of employees who are willing to apply that knowledge in their jobs in making decisions & accomplishing tasks for the company; a relatively permanent change in human capabilitieis that does not result from growth processes

human capital

the sum of the attributes, life experiences, knowledge, inventiveness, energy, & enthusiasm that a company’s employees invest in their work

training

a company’s planned effort to facilicate employees learning of job related competenices

development

formal education, job experiences, relationships, & assessments of personality & abilities that help employees prepare for the future

formal training & development

training & development programs, courses, & events that are developed & organized by the company

informal learning

learning that is learner initiated, involves action & doing, is motivated by an intent to develop, & does not occur in a formal learning setting

expliciti knowledge

knowledge that can be formalized, codified, & communited

tacit knowledge

personal knowledge that is based on indivual experience & that is difficult to explain to others

knowledge management

that process of enhancing company performance by designing & implementing tools, processes, systems, structures, & cultures to improve the creating, sharing, & use of knowledge

training design process

a systematic approach to developing training programs. its 7 steps include conducting needs assessment, ensuring employees readiness for training, creating a learning environment, ensuring transfer of training, developing an evaluation plan, selecting training methods, & evaluating training programs

Instructional system design (ISD)

a process for designing & developing training programs

agile learning or agile instructional design

any approach to training development that focuses on speed, flexibility, collaboration, repeated review, & reuse of existing content, if appropriate

offshoring

that process of moving jobs from the U.S. to other locations in the world

intellectual capital

the codified knowledge that exists in a company

social capital

the value of relationships among employees within a company

customer capital

the value of relationships with persons or other organizations outside a company for accomplishing the goals of the company (ex. relationships with suppliers, customers, vendors, & government agencies)

employee engagement

that extent to which employees are fully involved in their work & the strength of their commitment to their job & the company

change

the adoption of a new idea or behavior by a company

learning organization

a company that has an enhanced capacity to learn, adapt, & change, an organization whose employees continously attempt to learn new things & then apply what they have learned to improve product or service quality

diversity

any dimension or characteristic that differentitates one person from another

equity

fair treatment, access, opportunity, & advancement for all employees, while at the same time striving to identity & eliminate barriers that have prevented the full prarticipation of some groups

inclusion

creating an environment in which employees share a sense of belonging, mutual respect, & commitment with others so they can perform their best work

talent management

the process of attracting, retaining, developing, & motivating highly skilled employees & managers

STEM skills

science, technology, engineering, & math skills that U.S. employers need & value, but employees lack

knowledge workers

employees who own the means of producing a product or serivice. these employees have a specialized body of knowledge or expertise that they use to perform their jobs & contribute to company effectiveness

Total quality management (TQM)

a style of doing business that relies on the talent & capabilities of both labor & management to build & provide high quality products & continously improve them

malcolm baldridge national quality award

a national award created in 1987 to recognize U.S. companies quality achivements & to publicize quality stratgies

ISO 9000:2000

a family of standards developed by the international organization for standardization that included 20 requirement for dealing with such issues as how to establish quality standrards & document work processes

6 sigma process

a process of measuring, analyzing, improving, & then controlling processes once they have been brought within the 6 sigma quality tolerances or standards

lean thinking

doing more with less effort, equipment, space, & time but providing customers with what they needs & want. - included training workers in new skills or how to apply old skills in new ways so that they can quickly take over new responsibilities or use new skills to help fill customer orders

ISO 10015:2019

quality management guidelines detailing how to establish, implement, maintain, & ensure training & development systems help employees obtain the knowledge & skills they need to perform effectively

digital learning

learning that can occur daily in the work setting using devices like smartphones, tablets and computers

upskilling

employees improving or expanding their current skills

reskilling

employees acquiring new technology or skills

nontraditional employment

the use of independent contractors, freelancers, on call workers, temporary workers, and contract company workers

gig economy

companies who rely primarily on nontraditional employment to meet service needs & product demands

work team

a group of employees with various skills who interact to assemble a product or produce a service

cross training

a training method in which team members understand & practice each others skills so that members are prepared to step in and take another members place should someone temporarily or permanently leave the team, also training employees to learn the skills of one or several additional jobs

virtual team

a team that is separated by time, geographic distance, culture, and or organizational boundaries & that relies almost exclusively on technology to interact & complete projects

outsourcing

the acquisition of training & development activities from outside a company

human resource develoment

the integrated use of training & development, organizational development, & career development to improve individual, group, & organizational effectivness

business strategy

a plan that integrates a company’s goals, policies, & actions

learning organization

a company that has an enhanced capacity to learn, adapt, & change, an organization whose employees continously attempt to learn new thnigs & then apply what they have learned to improve product or serivce quality

mission

a company’s long term reason for existing

vision

the picture of the future that a company wants to achieve

values

principles & virtues that symbolize the company’s beliefs

goals

what a company hopes to achieve in the medium to long term future

SWOT analysis

an identification of a companys operating environment as well as an internal analysis of its strengths & weaknesses. SWOT is an acronym for strengths, weakness, opportunities, & threats

external analysis

examining the company’s operating environment to identify opportunties & threats

internal analysis

identifying the companys strengthss & weakness based on examining the available quantity & quality of financial, physical, & human capital

strategic choice

the strategy beleived to be the best alternative to ahcieve the companys goals

strategic training & development initiatives

learning-related actions that a compnay takes to achieve its business strategy

metrics

business-level outcomes chosen to measure the overall value of training or learning initiatives

balanced scoreboard

a means of performance measurement that allows managers to view the overall company performance or the performance of departments or functions (such as training) from the perspective of internal & external customers, employees, & shareholders

chief learning officer (CLO)

a leader of a company’s knowledge management efforts (or knowledge officer)

knowledge officer

a leader of a company’s knowledge management efforts

human resource management (HRM) practices

management activities relating to investment in staffing, performance management, training, & compensation & benefits

staffing strategy

a companys decisions regarding where to find employees, how to select them, & mix the employee skills & statuses

uniqueness

the extent to which employees are rare & specialized & not highly available in the labor market

strategic value

employees potential to improve company effectiveness & efficiency

human resource planning

the identification, analysis, forecasting, & planning of changes needed in a companys human resources area

concentration stratgey

a business strategy that focuses on increasing market share, reducing costs, or creating a market niche for products & serivces

internal growth strategy

a business strategy focusing on a new market & product development, innovation, & joint ventures

external growth strategy

a business strategy emphasizing acquiring vendors & suppliers or buying business that will allow the company to expand into new markets

disinvestment strategy

a business strategy that emphasize the liquidation & divestiture of business

centralized training

organizing the training department so that training & development programs, resources, & professionals are primarly houses in one location & decisions about training investment, programs, & delivery are made from that department

corporate university

a centralized training organization in which learning is provided to not only company employees & managers but also stakeholder outside the company

business-embedded (BE) training

training that aligns closely with the companys business strategy & that is characerized by 5 competencies, strategic direction, product design, structural versatility, product delivery, & accountability for results

resistance to change

managers & or employees unwillingness to change

control

a managers or employees ability to obtain& distribute valuable resources

power

the ability to influence others

task redefinition

changes in managers & or employees roles & methods

brand

the look & feelings of the training that is used to create expectations for its customers

outsourcing

the acquisition of training & development activities from outside a company

business process outsourcing

the outsourcing of any business process, such as human resource management, production, or training

needs assessment

the process used to determine if training is necessary; the first step in the instructional system design (ISD) model

organizational analysis

a training analysis that determines the appropriatness of training, considering the context in which training will occur

person analysis

training analysis that involves (1) determining whether performance deficiencies result from lack of knowledge, skill, or ability or from a motivational or work design problem, (2) identifying who needs training, and (3) determining employees readiness for training

task analysis

training analysis that involves identifying the tasks & knowledge, skills, & behaviors that need to be emphasized in training for employees to complete their tasks

stakeholders

company leaders, top-level managers, mid-level managers, trainers, & employees whoa re end users of learning who have an interest in training & devepment & whose support is important for determining its success (or failure)

learning council

group of key stakeholders, typically includes executives & company leaders, who are asked to provide insight & recommendations about the companys training needs

subject-matter expert (SME)

a person who knows a great deal about (1) training issues, (2) the knowledge, skills, & abilities required for task performance, (3) necessary equipment, and (4) the conditions under which tasks have to be performed

job incumbent

an employee currently holding a particular job

focus group

a face to face meeting with subject matter experts (SMEs) in which specific training needs are addressed

crowdsourcing

asking a large group of employees (the crowd) using social media or the web to help provide information for needs assessment

benchmarking

the use of information about other companies training practices to help determine the appropriate type, level, & frequency of training

gap analysis

determining the difference between employees current & expected performance

readiness for training

the condition of (1) employees having the personal characteristics necessary to learn program content & apply it on the job, & (2) the work environment facilitating learning & not interfering with performance

person characteristics

an employees knowledge, skills, ability, behavior, or attitudes

input

instructions that tell employees what, how, and when to perform, also, the resources that employees are given to help them perform their job

output

a jobs performance standards

consequences

incentives that employees recievie for performing well

feedback

information that employees receive while they are performing about how well they are meeting objectives

motivation to learn

a trainees desire to learn the content of a training program

basic skills

skills necessary for employees to perform their jobs & learn the content of training programs

cognitive ability

verbal comprehension, quantitiative ability, & reasoning ability