Developing Employees

Question 0

What is Baruch say about career development?

Answer 0

Success is complex

For some it is the intrinsic rewards of power and remuneration and for some it is sense of worthiness and achievement

Question 1

Describe the self managed career

Answer 1

Emphasises individual as master of own destiny
Continuous learning
Success gauged by individual
Hall- demand high level of self-awareness

Question 2

What factors are critical for career development?

Answer 2

Managerial support
Mentoring
Peer network support
Investment
Harmony of needs

Question 3

What is the business rationale for career management?

Answer 3

Effective nurturing of talent to best serve the business
Succession planning
Helps in attraction and recruitment

Question 4

Describe the boundaryless career

Answer 4

Defillipi - career free of organisational restriction

Unpredictability of life time employment has affected expectations of stable career pattern

Question 5

Describe the traditional career

Answer 5

Patterns of job within a single organisation that follows a predetermined path
Hierarchal
Terry Leahy, Anne etc

Question 6

What do the following say about careers

Inkson and Arthur
Hall

Answer 6

Inkson and Arthur-careers and what we judge our lives by

Hall - traditional career in decline

Question 7

What is a career?

Answer 7

Upward progression through a series of job roles with increasing levels of responsibility or management control

Question 8

Discuss the choice of L&D techniques

Answer 8

Influenced by culture and resources
Off job popular but not liked
On job thought to be more effective
Coaching highly thought of
E-learning managers don't rate

Question 9

What does an organisation need to be in order to make self-directed learning work?

Answer 9

Confessore & Kop

Have a tolerance errors and experimentation
Supportive environment
Using everyday work as opportunity to learn
Participative leadership

Question 10

What is the learning lock model?

Answer 10

Beard and Wilson

Highlights complexity of learning for the individual and the factors which affect success
One size fits all does not meet needs Move to self-direction

Question 11

What is learning?

Answer 11

French - results in relatively permanent change in behaviour

Question 12

What are the caveats in the concept of learning?

Answer 12

Behaviour change may not be visible or sustained
Change in behaviour not always positive
Not all adult learning requires new knowledge skills attitude

Question 13

What is education?

Answer 13

The planned process of providing access to concepts, ideas and knowledge

Question 14

What is training?

Answer 14

Getting better at something
Clear outcomes
Short-term

Question 15

What is development?

Answer 15

Desired outcomes

Less Specific longer term

Question 16

What are three learning theories of value to HRD?

Answer 16

Bloom’s hierarchy of learning/cognitive levels - the deeper level of learning needed more time investment

Howell’s conscious incompetence to conscious competence - reinforcement through positive feedback

Honey and Mumford learning styles theory - we all have different preferences for training and learning methods

Question 17

What model can help identify when an employee needs to undergo a learning experience?

Answer 17

Magic

mandatory skills and knowledge required by the employee

Adapting to changes in processes need to develop KSA

Growing into new role

Improvement to current work practices

Corrective coaching

Question 18

Who is responsible for providing learning, training and development?

Answer 18

Traditionally assumed employer responsible
Training good for organisation
Employer takes lead role but less so on skills that benefit individual otherwise they are attractive externally

Question 19

Who benefits from learning?

Answer 19

Basic job-training-employer
Learning for growth-employee
Adapting to change-both
Training for improvement-both

Question 20

Why adopt a partnership approach to learning?

Answer 20

Unrealistic to expect employees to be totally responsible

Much more effective partnership approach

Question 21

What is the systematic training cycle?

Answer 21

Training needs analysis
Design
Delivery
Evaluation

Managers fail to use TNA and evaluation well

Question 22

What are the alternatives to systematic training?

Answer 22

McClernon

Recruiting people with the KSA needed
Align reward with performance
Improved performance management
Redesign work methods to reduce or remove need for KSA (outsource)

Question 23

What did Frefield say about L&D in tough times?

Answer 23

Despite tough conditions many organisations have maintained or increased investment in learning training and development

Question 24

How had there been a move away from systematic training?

Answer 24

A move to learner centred approach
Learning seen as facilitated growth
Competitive advantage when individuals proactive in the process