Talent retention & development W7

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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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Talent retention & development W7

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