2- Training and development Flashcards
process that involves describing the behaviors to be learned to trainees, having a role model provide a visual demonstration of the desired behaviors, allowing the trainees to imitate the desired behaviors, and giving feedback
behavioral modeling
a social network of people who share a common interest and who are committed to collaborating on projects related to their shared interest
community of practice
study that determines the training needs of specific populations of workers
-used to determine if all are given equal access to growth experiences and developmental challenges
demographic needs analysis
activities intended to improve competencies over a longer period of time in anticipation of the organization’s future needs- prepare employees for future roles
development
assignments that place employees in jobs that present difficult new challenges and hurdles that “stretch” the employee to learn more
developmental job assigments
training and development activities conducted through web-based learning, virtual classrooms, computerized learning modules, interactive tv, satellite broadcasts, and other such technologies
- new technology allows integration of multiple learning methods
- can speed communication and cut costs
e-learning
the ability to recognize and regulate emotions in ourselves and in others, including self-awareness, self-management, social awareness, and relationship management
emotional intelligence
training provided through the use of a short video and narrative presentation that then requires the trainee to respond
interactive video training programs
study that identifies the specific skills, knowledge, and behavior needed to perform the tasks required by present or future jobs
job needs analysis
the rotation of employees through positions at a similar level of difficulty to train them in a variety of tasks and decision-making situations
job rotation programs
a process in which an established employee guides the development of a less experienced worker or protégé
mentoring
employees learn their jobs under direct supervision, apprenticeships, internships and assistantships, job rotation, mentoring, coaching
on-the-job training
an assessment of short- and long-term training and development needs given the business strategy, company culture, and expected changes in the external environment of the company
organizational needs analysis
the process of briefing new employees on the benefits and services offered to them, advising them of rules and regulations, and explaining the policies and practices of the organization
orientation programs
the identification of gaps between a person’s current competencies and those identified as being necessary or desirable
- performance measures
- self assessed training needs
- employee and customer surveys
person needs analysis
people who observe employees in action and then provide feedback and guidance for how employees can improve their interaction skills in the future
personal coaches
consequence that follows behavior
reinforcement
the presentation of situations that are similar to actual job conditions meant to allow trainees to practice how to behave in those circumstances
simulations
learning how things are done in organization, process of teaching employees about the organization’s history, culture, and management practices
-intense socialization increases employee’s commitment to success of the company
socialization
activities designed to improve performance in the near term and in a specific job by increasing employees’ competencies, typical objective is to improve employee performance in a specific job
training
an employee’s ability to readily apply the knowledge and skills learned during training to his or her work
training transfer
corporate universities, programmed instruction on the internet, interactive videos
training type- on site but not on the job
formal courses, simulation, assessment centers and board games, role playing, sensitivity training, wilderness trips (costs and transfer of training are disadvantage)
training type- typically offsite
- organization (short and long term strategic objectives)
- job
- person
- demographics
four components of needs analysis
- Performance Reviews
- Develop learning points to assist retention.
- Set specific goals.
- Identify reinforcers.
- Train significant others to reinforce behavior.
- Teach trainees self-management skills for self-reinforcement.
how to maintain performance after training
• Addressing the concerns of employees. • Globalization. • Improve competitiveness. • Implementing new technology. • Improving customer service. • Training for customers. • Ethics training. • Knowledge management. • Smoother mergers & acquisitions
strategic importance of training/development
Knowledge Management Technologies
Ensure that knowledge from employees, teams, & units
is captured, remembered, stored & shared through
intranets.
Communities-of-Practice
Learning is recognized as a source of competitive
advantage.
knowledge management and learning organizations
Intentional efforts to improve current & future
performance by helping employees acquire the skills,
knowledge, & attitudes required of a competitive
workforce
-training is to improve competencies needed in near future
-development is improving competencies over longer period of time for future roles
training and development
Job analysis and competency modeling establish the
tasks performed in a job and the competencies required
to perform the job well.
Competency models, along with HR planning, also can
guide the design of development activities.
job analysis and competency modeling
New employees are socialized. This leads to less
absenteeism and lower turnover rates.
It also increases dedication and commitment.
recruiting and retaining
When training will be provided to new job incumbents,
selection practices should emphasize people’s abilities & willingness to learn
selecting employees
Performance management should be used to identify the
need for training and to determine when training activities have succeeded in improving performance
performance management
Line managers - cooperate with HR with training and development, work to develop individual employee’s needs, do on the job socialization, support employee’s training
HR professionals - identify training and dev needs, assist in identifying employee’s training needs, develop training activities, train line managers, evaluate effectiveness
-understand objectives of training, actively participate in trianing, identify own training and devlopment needs
HR Triad in training
Incentives that encourage employees to participate.
Managers who make it easy for employees to attend
T& D programs.
Employees who encourage each other.
Rewards for the use of new competencies.
No hidden punishments for participating.
Rewards for managers who are effective trainers
climate for training
Creating the Right Conditions:
- Need to learn
- Motivation
- New skills & knowledge
- Real world practice
- Accountability
designing training and development activities
- supervisors/other managers
- coworkers
- experts
- employees
deciding who provides
Includes: Information people have (what they know) The way people organize information Strategies for using information. -Most training addresses what people know
cognitive knowledge
Learning involves practicing desired behaviors
Technical, motor, & communication skills.
Interpersonal
Language.
skills demonstrated by behavior
Objective is to Change: Motivation Attitudes Values. Example of Objectives Build team spirit Enhance self-confidence Build emotional intelligence (self-awareness, self-management, social awareness, relationship management)
influencing affective responses
A variety of unethical behaviors occur frequently Managers are abusive Lied to customers & employees Tolerated safety violations Corporate Social Responsibility
encouraging ethical behaviors
Unfamiliar responsibilities Responsibility for creating change. High levels of responsibility. Boundary-spanning requirements. Dealing with diversity.
components of developmental job assignment
- setting the stage for learning (provide clear instructions, model appropriate behavior)
- increasing learning during training (responsive to country culture, active participation, mastery, feedback, practice)
- Maintaining performance after training (develop learning points, specific goal setting, identify reinforcers, teach trainees self management skills for self-reinforcement)
maximising learning
- cultural awareness training
- building competencies
- supplementing diversity training
current issues - diversity training for employees
5 key benefits
- reduce costs
- speed to market
- geographic reach
- access to talent
- improve scalability of resources
training outsourcing
