Talent retention & development W7

Description

week 7
Dilek Senturk
Flashcards by Dilek Senturk, updated more than 1 year ago
Dilek Senturk
Created by Dilek Senturk over 7 years ago
36
0

Resource summary

Question Answer
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.
Show full summary Hide full summary

Similar

Unit 6: Principles of Training and Training methods
Cath Warriner
Barista Product Knowledge Quiz
Antonia Blankenberg
Language Development
aliceschofs
Customer Service Training
Jake Johnson
Distributing GoConqr Courses
Sarah Egan
Sample Product Knowledge Quiz - Smoke Detectors
Antonia Blankenberg
What is Product Knowledge Training?
Antonia Blankenberg
Development and Inequality Junior Cert
Gaeilge SPC
Smokey Bones Bartender Quiz
Haley Macon
Demand management and customer service
Sonaly Verdin
Retail checkout procedure
Tony Watson