20613602
Beschreibung
Karteikarten von Josefine Marie, aktualisiert more than 1 year ago
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Erstellt von Josefine Marie
vor fast 5 Jahre
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| Frage | Antworten |
| Executive Onboarding for external hires | - Onboarding provides a guide to the new corporate culture and its people and personalities - companies often do a bad job with it - up to 40% of externally hired executives fail within first 18 months |
| Training and Development | - they are designed to improve employe. improve the competency and organizational performance - Training: provides with knowledge and skills needed for present job - Development: long-term focus, beyond current job |
| Factors influencing T&D | - Top Management Support - Shortage of skilled workers - Technological advances - World complexity - Lifetime learning - Learning styles - Blended Training/Blended Learning - Learning Generalizations - Other Human Resource function |
| Training and Development Process | - Determining Specific T&D needs - establish specific T&D Objectives - Select T&D Methods and Delivery Systems - Implement T&D Programs -- Evaluate T&D Programs |
| Various Training and Development Methods | - Instructor-led - E-learning - Live Virtual Classroom - Case study - Behavior modeling - Role playing - Training games - Business games - In-basket training - On-the-job training - Internships - Apprenticeship training |
| Mobile Learning | - learning that takes place via mobile or portable dvices - can take place in setting where the learning is to be put into practice - permits virtually instant feedback and portability |
| Training and Development Delivery Systems | - Corporate universities - Colleges and universities - Community colleges - Online higher education - Videoconferencing - Vestibule system - Video media - Simulators |
| Management Development | - Upgrading skills and knowledge needed in current and future managerial positions - managers keep up with latest developments in their fields while managing ever-changing workforce in dynamic environment - first line supervisors, middle managers and executives may all participate |
| Mentoring | - Approach to advising, coaching and nurturing - Creating practical relationship enhance - mentor can be located anywhere - relationship can be formal or informal |
| Coaching | - often considered responsibility of immediate boss or supervisor - Coach provides assistance much like a mentor would - customized employee development |
| Reverse Mentoring | - Process thorugh which older employees learn from younger employees - existence of these two diverse groups has led to reverse mentoring |
| Orientation | - Onboarding - Initial T&D effort designed for employees - goal is to inform about company, job and workgroup - helps them decide whether or not to stay in company within first 6 months (its about: employment situation, policies and rules, compensation and benefits, corporate culture, team membership, employee development, socialization) |
| Implementing Training and Development Programms | - some managers are to action-orientated and feel to busy to do T&D programs - Trainer must be available |
| Metrics for evaluating training and development | - Participant Opinion - Extent of learning - Behavioral change - Accomplishment of T&D Objectives - Return-on-Investment from training - Benchmarking |
| Organization Development | - planned and systematic attempts to change the organization - develop more open, productive, compatible workplace - methods like survey feedback quality circles and team building - employee satisfaction survey |
| Organization Development techniques | - Survey feedback (eg by questionnaires, interviews) - Quality circles (groups of emplyoees meeting with supervisors for problems) - Team Building (effort to develop effective workgroups) |
| Job Security / Career Security | Job Security: security in one job, with one company. Dpenedent on employee doing good job and keeping out of trouble. Career Security: developing marketable skills and expertise that help ensure employment within a range of careers, ability to perform within broad range of requirements for multiple employers |
| Career planning | - Ongoing process whereby and individual sets career goals and identifies means to achieve them. Should evaluate abilities and interests |
| Career paths | - Flexible line of movement through which person may travel during work life |
| Career Development | - Formal Approach used by organization to ensure people with proper qualifications and experiences are available when needed |
| Career Development methods | - Manager/Employee self-service - Discussion with knowledgeable individuals - company material - performance appraisal system - workshops |
| Various career paths | - Traditional career path - Network career path - Lateral skill path - Dual career path - Adding value to your career - Demotion |
| Global meetings thorugh telepresence | - business travel is based on belief that there is no substitute for reading body language of the person in front of you - provides illusion of sitting across a conference table |
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