Chapter 7 - Training and Development

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Flashcards on Chapter 7 - Training and Development, created by Josefine Marie on 22/01/2020.
Josefine Marie
Flashcards by Josefine Marie, updated more than 1 year ago
Josefine Marie
Created by Josefine Marie almost 5 years ago
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Question Answer
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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