Onboarding, Training, Development, and Career Planning - Chapter 7 Flashcards
Strategic Importance of Onboarding, Training, and Development
The onboarding, training, and development functions seek to socialize the new hire to the organization, match what the employee can do with job demands, and tap employee potential for future job roles, all while meeting the employee’s career objectives.
Time-consuming and expensive efforts, but they:
- reduce turnover
- help employees become productive sooner
- and contribute to overall employee satisfaction
Relationship Between Training and Development
Onboarding
Organizational Issues
* History, names & titles, overviews
* Policies, employee handbook
HR Related Topics
* Pay, vacations, vacations, benefits
* Services, programs, counselling
Role Expectations
* Job location, job overview, safety
* Job tasks, objectives, relationships
Socialization
The continuing process by which an employee begins to understand and accept the values, norms, and beliefs held by others in the organization
Involves turning outsiders into insiders
May begin even before employees join organization
Training
Companies compete in a global economy
Global competition has forced companies to flatten structures and reduce employees
- Need to foster life-long learning to attract and retain multi-skilled employees
- Training is needed to work effectively with diverse employees
- Developments in information technologies require new skills and training strategies
The Training System
Employee benefits
- Skill improvement, self-development, self-confidence, sense of growth
Organizational benefits
- Improved profitability, improved morale, lower costs, better corporate image
Needs Assessment
Diagnoses present problems and future challenges that can be met through training or development
- Needs to consider each person
- Need may be determined by the HRD function, supervisors, or self-nomination
- Sources of information that may indicate a need for training (e.g., production records, grievances, safety reports, performance appraisal, absenteeism and turnover)
Training Objectives
- Desired Behavior
- Performance Criteria
- Conditions
Learning Principles
Participation
Repetition
Relevance
Transference
Feedback
Training Technique Trade-offs
- Cost-effectiveness
- Desired program content
- Appropriateness of the facilities
- Trainee preferences and capabilities
- Trainer preferences and capabilities
- Learning principles
Training Techniques
On-the-Job
- Job rotation
- Apprenticeships
- Coaching
Off-the-job
- Lectures and videos
- Job labs and Simulations
- Role-playing
- Case study
- Self-study and Programmed learning
Digital Learning
Digital learning tools vary on the extent to which they:
- Offer performance support
*Workers have access to databases, online tools, discussion forums - Are synchronous
* Meet with trainer at a predetermined time - Are asynchronous
* Trainees and trainers interact using email, chat and discussion forums; materials are accessible anytime, but trainer and trainees are not necessarily present at the same time
Virtual Reality/Augmented Reality
Popular Digital Tools
A variety of methods have been developed:
- Blogs may contain text, graphics, videos and can be interactive
- RSS (Rich Site Summary)
- Webcasts by trainers containing audio or video clips
- Wikis are webpages that anyone can change the content to making them very accessible
- Social networking websites
- MOOCs and Nanodegrees
Employee Development
Preparing the employee to assume greater responsibilities and authority, often in formal leadership positions
Talent Management is the practice of preparing a pool of developed employees to meet future organizational challenges and opportunities
- Who to develop (e.g., all employees or only top 10%)?
