C. IO Human Resource Development and Human Resource Management

Human Resource Development

cultivation of an organization's employees

HRD Manager

responsible for developing the organization's human capital

Training

process of acquiring skills, rules, concepts, or attitudes that result in improved performance

Career Management

Process of enabling employees to better understand and develop their skills and interests

Career Development

Proactive, lifelong process of finding your footing and advancing your career path

Lifelong Learning

providing employees with continuing learning experiences over their tenure; ensures that they learn the skills for the job and expand their horizons (ex. Scholarship)

Literacy Training

programs that increase competency of employees who are less educated

Orientation

process of providing new employees with basic information in order for them to function

Employee Training

process of teaching new employees the basic skills they need to perform their jobs

Organizational Analysis

process of determining the organizational factors that will either facilitate or inhibit training effectiveness

Training

systematic acquisition of skills, rules, concepts, or attitudes that result in improved performance

Needs Analysis

process of determining the training needs of an organization

Task Analysis

use the job analysis methods to identify the tasks performed by each employee, the conditions under which these tasks are performed, and the competencies needed to perform the tasks under the identified conditions

Person Analysis

process of identifying the employees who need training and determining the areas in which each individual employee needs to be trained

On

the

Apprenticeship Training

Practical training on jobs in highly technical industries

Informal Learning

Unstructured and self

Job Instruction Training

Stepby

Lectures

Intends to present information or teach people about a particular area / topic of choice

Programmed Learning

Stepby

Vestibule Training

Method of training technical staff near the production plant, using simulated tools and machinery so they know how to operate them.

Simulated Training

Involves role playing in a specific situation

Internet

based Training

Survey

Asks the employees what knowledge and skills they believe should be included in the future training

Interviews

Can yield even more in

Skill Test

measures an employee's level of some job

Knowledge Test

measures the level of an employee's knowledge about a job

Critical Incidents

Sorted into dimensions and separated into examples of good and poor performance

Talent Management

process of attracting, selecting, and retaining employees

Talent Acquisition

Recruiting and selecting the best

Onboarding

Integrating new hires into the organization

Performance Management

Monitoring and improving performance

Learning & Development

Upskilling employees for current and future roles

Career Development

Planning for long

Retention & Engagement

Keeping top talent motivated and loyal

Offboarding

Managing employee exits respectfully and constructively

Succession Planning

prepare future leaders by identifying & developing talent

High

Potential Programs

Employee Value Proposition (EVP)

communicate what makes the org attractive

Talent Reviews

evaluate and calibrate employee performance/potential

9

Box Grid

Career Planning

Deliberate process through which someone becomes aware of personal skills interests, knowledge, motivations, and other characteristics

Succession Planning

process through which a company plans for and fills senior

Management Development

any attempt to improve managerial performance by imparting knowledge, changing attitudes, or increasing skills

Job Rotation

Involves moving a trainee from department to department

Coaching and Understudy

Trainee works directly with a senior manager

Action Learning

Management trainees are allowed to work full

Behavior Modeling

model effective behaviors, have trainees role play using behaviors, provide social reinforcement, encourage transfer of training to job

Performance Development

continuous, future

Organizational Development

planned, systematic, and science

Action Research Model (Kurt Lewin)

Diagnosis Planning Action + Evaluation + Feedback loop

Schein's Process Consultation

Help organizations help themselves

Transformational Leadership Theory

Leaders drive deep organizational change

Human Resource Management

process of managing an organization's employees

Selection and Staffing

Process of recruitment and selection of staff

HR Planning

Ensures that organization has the right type of person at the right time and place

Organization and Job Design

Compliance with the organizational structure/hierarchy

Training and Development

Involves an organized attempt to find out training needs of the individuals

Union/Labor Relations

Important in enhancing peace and productivity in an organization

Personnel Research and Information System

Continuous research to improve exchange of information through effective communication systems

Employee Assistance

Assistance programs which align to an employee's unique character, personality, expectation, and temperament

Compensation and Benefits

Area of wages and salary administration where wages and compensations are fixed

Organizational Development

Generating healthy interpersonal and inter

Planning

setting goals, creating rules and procedures, and developing plans and forecasts

Organizing

assigning tasks, establishing departments, delegating authority, and coordinating work

Staffing

hiring, training, evaluating, and compensating employees

Leading

motivating and guiding employees to achieve goals while maintaining morale

Controlling

setting performance standards, monitoring results, and making adjustments as needed

HRM Manager

responsible for accomplishing the organization's goals by managing the people

Job Analysis

process of describing a position in its entirely from job duties and compensation to working environment

Talent Management

process of planning, recruiting, selecting, developing, managing, and compensating employees

Peter Principle

idea that organizations tend to promote good employees until they reach the level at which they are not competent; highest level of incompetence

Work Activities

the how, why, and when of performing work tasks

Human Behaviors

behaviors needed for the job

Machines, tools, equipment, and work aids

tools used, materials process, knowledge dealt with or applied, and services rendered in a job

Performance Standards

job's performance standards in terms of quantity or quality levels for each job duty

Job Context

physical working conditions, work schedule, incentives, number of people with whom the employee would be working with

Human Requirements

knowledge or skills and required personal attributes

Workforce Planning

process of deciding which positions are to be filled and how to fill them

Succession Planning

process of identifying and developing internal talent to fill critical roles

Short Term Demand

daily, weekly, and seasonal forecasts

Long Term Demand

estimated by speaking with customers, following industry publications, and watching economic forecasts

Trend Analysis

provides an initial rough estimate of future staffing needs by analyzing employment trends

Ratio Analysis

makes forecasts based on the historical ratio between a causal factor and the number of employees required

Scatter Plot

a graphic representation of how two variables are related

Supply of Internal Candidates

process of determining which existing employees are qualified or trainable for projected job openings

Personnel Replacement Charts

used in to identify and prepare potential candidates for key positions within an organization (broad)

Position Replacement Card

used to identify and track potential replacements for key positions, including their qualifications, performance, and promotion potential (specific)

Markov Analysis

forecasts availability of internal job candidates

Forecasting Workforce Availability

checks whether finding suitable candidates from outside the company would be easier

Recruitment

attracting people with the right qualifications to apply for the job

Internal Recruitment

promote someone from within the organization

External Recruitment

hire someone from outside the organization

Newspaper Ads

Respond by calling Apply

Electronic Media

television and radio

Situation

Wanted Ads

Point

of

Outside Recruiters

outside recruiting sources as private employment agencies, public employment agencies, and executive search firms

Employment Agencies

Either charge the company or the applicant

Executive Search Firms

Jobs they represent tend to be higher