Talent Management Unit 3

Training

Acquiring job related knowledge, skills, abilities, and behaviors. Programs range from formal classes to one-on-one mentoring. Takes place on the job or at remote locations. Should be linked to organizational needs and motivation of employees.

Instructional Design

teaches skills and behaviors that help organizations achieve goals. Used by HR professionals

Learning Management System (LMS)

Computer application that automates the administration, development, and delivery of training programs.

Needs Assessment

evaluates the organization, individual employees, and tasks to determine what kinds of training, if any, are necessary

Organization Analysis

The beginning of the needs assessment. Assessment training needs; the organization's strategy, resources available for training, and management's support for training activities.

Person Analysis

Process of determining individuals' needs and readiness for training by answering 3 questions: 1. Do performance deficiencies result from a lack of knowledge, skill, or ability? 2. Who needs training? 3. Are the employees ready for training?

classroom instruction

Usually a trainer lecturing group. One of the least expensive and time consuming ways to train a group.

distance learning

trainees at different locations. May involve videoconferencing, email, instant messaging, document sharing software, and web cameras. Interaction between trainer and audience may be limited.

computer based training

low cost and allows for flexibility in scheduling

E learning

provides training via the internet or an organization's intranet.

Electronic performance support systems (EPSS)

Provides access to skills training, information, and expert advice as needed.

On the Job Training (OJT)

person with experience and skill guides trainees (apprenticeships and internships)

simulations

enable trainees to see the impact of their decisions in an artificial, risk-free environment. May use avatars.

business games

trainees gather and analyze information and make decisions that influence the outcome.

case studies

detailed descriptions of a situation that trainees study and discuss

behavior modeling

an effective way to teach interpersonal skills with role playing and feedback.

experiential programs

Learning concepts and applying them by stimulating behaviors involved and analyzing activity. Connecting analysis with real life situations

team training

Individuals work together to achieve a common goal. Includes cross training, coordination training, and team leader training.

action learning

Teams get an actual problem and work on solving the problem. They commit to an action plan and are responsible for carrying out the plan.

principles of learning

employees learn best when training links to current tasks. Employees need the chance to demonstrate and practice what they have learned. Trainees need to understand whether or not they are succeeding. Well-designed training helps people remember content. Written materials should have appropriate readability.

transfer of training

on-the-job use of knowledge, skills, and behaviors learned in training. Implementation strengthened by social support, technical support, and self-management.

training outcomes

Information such as facts, techniques, and procedures that trainees can recall after training. Skills that trainees can demonstrate in tests or on the job. Trainee and supervisor are satisfied with the training program. Changes in attitude related to training content. Improvements in individual, group, or company performance, and have a high ROI.

applying the evaluation

Helps with future decisions about the organization's training programs. Organization may identify a need to modify the training and gain information about the kinds of changes needed.

orientation

training designed to prepare new employees to perform their jobs effectively, learn about the organization, and establish work relationships.

onboarding

ongoing process that aims to prepare new employees for full participation. Conscious attempt to get new hired to identify and connect with employer.

4 stage onboarding process

Compliance, clarification, culture, connection

employee development

the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help prepare for future careers.

Protean career

changes frequently based on changes in person's interests and skills and the work environment.

formal education

includes workshops, short courses, university programs, executive MBA programs. Many companies have training and development centers. Increasingly moving away from classrooms to the internet.

Assessment

collecting information, providing feedback to employees about behavior, communication, or skills. Most frequently used to assess managerial potential. Comes from employees, peers, managers, or customers.

Myers-Briggs Type Indicator (MBTI)

Measures 4 areas: energy (introversion or extroversion), information gathering (sensing or intuitive), decision making (thinking or feeling), and lifestyle (judging or perceiving). Helps organizations understand the communication, motivation, teamwork, work styles, and leadership of the people in their groups. Research on effectiveness is inconclusive.

DISC

Identifies individuals' behavioral patterns. Categories are dominance, influence, steadiness, and conscientiousness.

Assessment Centers

Usually off site. Identify whether employees have the personality characteristics, administrative skills, and interpersonal skills for managerial jobs for working in teams. Types of activities: Leaderless group activities, in basket exercises, role plays.

Performance Appraisals and 360-Degree Feedback

performance appraisal is a formal process for measuring employee performance. Identifies causes of performance discrepance and develops plans for improvement. Performance measurement by the employee's supervisor, peers, employees, and customers.

job experiences

combination of relationships, problems, demands, tasks, and other features of an employee's job. Most employee development occurs here. Usefulness varies depending on employee views. Various job assignments provide employee development.

mentor

experienced, productive, senior employee who helps develop less experienced employee, called the protégé.

coach

peer or manager who motivates employee, helps develop skills, and provides reinforcement/feedback.

data gathering

often aimed at providing induvial employees with information about themselves.

feedback

employees receive information about skills and knowledge and how they fit with organization's plans. Organization's responsibility is to communicate the performance evaluation and the opportunities available to the employee, given the organization's long-range plans.

career management system

goal setting (short and long term). Desired positions, level of skill to apply, work setting, and skill acquisition.Action planning and follow up prepared by employee, includes steps and timetable to reach goals, and may result in a career development plan.

Steps in Career Management Process

Data gathering, feedback, goal setting, action planning and follow up

glass ceiling

invisible barrier that keeps most women and underrepresented groups from attaining top jobs. Caused by lack of access to training programs, developmental job opportunities, and developmental relationships.

succession planning

identifying and tracking high-potential employees who can fill key positions when they become vacant. Creates several benefits: senior management regularly reviews leadership talent, ensures critical talent is available, provides development experience that managers must complete, and helps attract and retain managerial employees.

high performance work systems

make full use of resources and opportunities to achieve an organization's goals. Each element of system must fit well with others in a smoothly functioning whole. Results in increases in productivity and long-term financial success.

Elements of a High Performance Work System

Organizational structure, task design, people, reward systems, and information systems

learning organization

supports lifelong learning by enabling employees to acquire and share knowledge.

employee engagement

Degree to which employees are fully involved in work and the strength of commitment to the company.

brand alignment

Ensuring that HR policies, practices, and programs support or are congruent with the brand.

Transaction Processing

computations and calculations used to review current HRM decisions and practices.

Decision Support Systems

designed to help managers solve problems; "what if" feature.

expert systems

incorporate decision rules of people deemed to have expertise in certain areas.

Relational Databases

store data in separate files; linked by common elements. Can track employee benefits, costs, training courses, and compensation.

HR Dashboard

display HR-related indicators showing goals and objectives. Show progress toward meeting organizational goals (predictive analytics).

Human Resource Management Online (EHRM)

Improves HRM effectiveness, helps maintain privacy on an intranet, includes social media applications, and employees can get information when they need it, instead of contracting a HR staff member.

Cloud Computing

enables access to information delivered on demand from any device 24/7.

HRM Audit

formal review of outcomes of HRM functions

HR Analytics

measuring a program's success in terms of whether it achieved objectives and delivered value in an economic sense.

Economic Approach

measures the dollar value of a program's costs and benefits

Organizational Network Analysis

measures who is communicating with whom and how often.