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Comm 211 > Chapter 7: Onboarding, Training and Development, and Career Planning > Flashcards

Chapter 7: Onboarding, Training and Development, and Career Planning Flashcards

1
Q

strategic importance of onboarding and training development is to ensure that the org uses its

A

talent resources effectively

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2
Q

extending a warm welcome to new hire, helping employees to understand org mission, vision, values and how to do their job effectively

A

strategic onboarding and training development

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3
Q

process of capturing, distributing, and effectively using knowledge

A

knowledge management

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4
Q

the training, org development, or employee development function

A

human resource development (HRD)

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5
Q

to establish learning interventions that enable individuals to optimally perform current and future jobs

A

human resource development (HRD)

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6
Q

prepares people to do their PRESENT job

A

training

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7
Q

activities aimed to provide employees with enhanced skills to perform current job

A

training

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8
Q

an investment in human capital

A

training

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9
Q

prepares employees for FUTURE jobs

A

development

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10
Q

activities aimed at providing employees with enhanced skills for the future

A

development

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11
Q

process of integrating new employees into the org and providing them with the tools, resources, and knowledge to become successful and productive

A

onboarding

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12
Q

includes orientation, socialization, and training and development activities

A

onboarding

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13
Q

purpose of onboarding programs: (3)

A
  • help employees feel welcomed
  • build relationships
  • understand the orgs culture
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14
Q

clarify rights and duties of employees

A

onboarding activities

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15
Q

onboarding reduces (3)

A
  • employee turnover
  • error and saves time
  • employee anxiety
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16
Q

the additional costs associated with a new employee

A

startup costs

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17
Q

develops clear job expectations and attains acceptable job performance levels faster

A

onboarding

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18
Q

programs that familiarize new employees with their roles, the org, and its policies, and other employees

A

orientation programs

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19
Q

3 approaches to orienting new employees

A
  • individual orientation
  • group orientation
  • assign a buddy or sponsor
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20
Q

3 main areas that a typical orientation program focuses on

A
  1. organizational aspects
  2. HR-related policies/practices
  3. role expectations and performance
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21
Q

where ppl adapt to an org through learning and accepting the values, norms, and beliefs held by others in the org

A

socialization

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22
Q

helps new hires to understand the social, technical, and cultural aspects of the workplace

A

orientation and socialization

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23
Q

help speed up the onboarding process

A

orientation and socialization

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24
Q

guidelines to the ways ppl learn most effectively

A

learning principles

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25
Q

best way to understand learning is through the use of the

A

learning curve

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26
Q

visual representation of the rate at which one learns

A

learning curve

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27
Q

trainers want each employee’s learning curve to reach

A

satisfactory level of performance as quickly as possible

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28
Q

what are the 5 learning principles

A 
participation
repetition
relevance
transference
feedback
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29
Q

is received directly on the job and is used primarily to teach workers how to do their present job

A

on-the-job training

30
Q

training employees to perform operations in the areas other than their assigned job

A

cross-training

31
Q

learning from a more experienced employee

A

apprenticeship

32
Q

provides a model for a trainee to copy

A

coach

33
Q

where trainees assume different identities in order to learn how other’s feel under different circumstances

A

role playing

34
Q

lectures and video presentations, job labs/simulations, role playing, case-study, and self-study and programmed learning are examples of

A

off-the-job training

35
Q

user interacts with only 1 specific program

A

self-paced portal

36
Q

trainees may have access to various databases that help them work through the training material

A

performance support

37
Q

demonstrations are displayed with real-time access

A

synchronous

38
Q

is accessible anytime, but trainees and the trainer are not necessarily present at the same time

A

asynchronous

39
Q

using realistic 3D visual impressions of the actual work enviro

A

virtual reality

40
Q

the identification of needed skills and active management of employees learning in relation to corporate startegies

A

strategic HR development

41
Q

types of developmental activities will depend on whether the areas to develop are (3)

A

cognitive
behavioural
environmental

42
Q

4 behavioural strategies

A

behaviour modelling
sensitivity training
team building
mentoring

43
Q

teaches a desired behaviour by providing the trainee with a detailed display of desirable behaviour by a manager

A

behaviour modelling

44
Q

method of making manager more aware of their impact and own behaviour on others

A

sensitivity training

45
Q

establishing a close relationship with a boss or someone more experienced who takes personal interest in the employee

A

mentoring

46
Q

useful in offering employees exposure to different business areas and gaining fresh perspective on existing roles

A

job rotation

47
Q

bring employees together from different functional areas to work on a project

A

project teams

48
Q

allows organizational needs and individual development needs to be combined simultaneously

A

internal consulting

49
Q

movement of employee from one position to another in same class but under another supervisor in another department

A

lateral transfer

50
Q

allows management to change an employee’s job responsibilities, often to avoid layoffs

A

job redefinition/ reclassification

51
Q

prepares employees to work in a different cultural enviro

A

cross-cultural management training

52
Q

evaluation of training activities is done to verify the

A

program’s success

53
Q

4 type of evaluation criteria used to verify if training was succesful

A

reaction
knowledge/skill
behaviour
organizational results

54
Q

analysis to assess the cost-effectiveness of a project or program

A

cost-benefit analysis

55
Q

2 trends in onboarding programs that help with the challenge of providing too much content at one time

A
  • digital learning platforms

- gamification

56
Q

when a new hire doesn’t feel comfortable asking questions or know who to ask, this can reduce that barrier

A

a mentor

57
Q

determine what needs training, who needs training and where the organization training is needed

A

needs assessment

58
Q

3 types of knowledge

A

declarative
procedural
strategic

59
Q

3 main categories of training output

A

knowledge-cognitive
skills and behaviour
attitudes

60
Q

most basic form of knowledge and refers to facts or info about aspects of the job

A

declarative knowledge

61
Q

requires employees to know how and when to apply job-related facts or how to perform specific procedures (more complex form than declarative)

A

procedural knowledge

62
Q

involves higher-level mental processes like planning, monitoring, and evaluating (most complex form of knowledge)

A

strategic knowledge

63
Q

training technique that provides on and off the job instruction

A

apprenticeship

64
Q

used for training ppl for jobs in the Trades

A

apprenticeship

65
Q

effective for training declarative and procedural knowledge through quizzes, reflections, answering questions, etc.

A

programmed learning

66
Q

effective for training attitudes and interpersonal behaviour

A

role playing

67
Q

when paired with discussions and reflections it can be effective for training declarative knowledge and attitudes

A

lectures

68
Q

methods to asses attitudes and trainee reactions

A

surveys

69
Q

methods to asses knowledge

A

tests

70
Q

methods to assess skills and behaviour (2)

A

performance tests

job performance data

71
Q

methods to asses unit and organization-level outcomes (2)

A

customer complaints

sales performance

72
Q

to be sure that a training program is the main factor contributing to employee change/ improvement we should include a

A

control group

Comm 211 (4 decks)

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