Unit 5 Flashcards
Abilities
- possession of the means or skill to do something.
employee development
- development, which, as you learned in Chapter 5, tends to be oriented more toward broadening an individual’s skills for future responsibilities.
experiential training
- Experiential training is a whole body of training methods that are used to develop behavioural skills and physical abilities. … Experiential learning is also called as ‘learning by doing’ and the training involves a two way interaction unlike the informational training methods which are more of one sided.
instructional design
- Instructional design is the creation of learning experiences and materials in a manner that results in the acquisition and application of knowledge and skills. The discipline follows a system of assessing needs, designing a process, developing materials and evaluating their effectiveness.
Learning
- the acquisition of knowledge or skills through experience, study, or by being taught.
needs assessment
- A needs assessment is a systematic process for determining and addressing needs, or “gaps” between current conditions and desired conditions or “wants”.
Orientation
- the determination of the relative position of something or someone (especially oneself).
on-the-job training
- On-the-job training, also known as OJT, is a hands-on method of teaching the skills, knowledge, and competencies needed for employees to perform a specific job within the workplace.
Socialization
- the activity of mixing socially with others.
task analysis
- Task analysis is the process of learning about ordinary users by observing them in action to understand in detail how they perform their tasks and achieve their intended goals.
training
- The term training is often used casually to describe almost any effort initiated by an organization to foster learning among its members.
training objectives
- On the basis of this information, they can more formally state the desired outcomes of training via written instructional objectives, which describe the skills or knowledge to be acquired and/or the attitudes to be changed. The objectives should be performance centred.
- Why do organizations perform needs assessments? In what way is a needs assessment an exercise of power?
b. An organization analysis is an examination of the environment, strategies, and resources the firm faces so as to determine what training it should emphasize. For this purpose, HR personnel typically collect data such as information on the quality of goods or services they provide, absenteeism, turnover, and number of accidents to determine what type of training is needed. The availability of potential replacements and the time required to train them are important factors in organization analysis.
c. The second step in training needs assessment is task analysis. Task analysis involves reviewing the job description and specifications to identify the activities performed in a particular job and the knowledge, skills, abilities, and other attributes (KSAOs) needed to perform them. For a firm’s current jobs, this information can generally be drawn from a job analysis. If the job is new or jobs are changing, the first step in a task analysis is to list all the tasks or duties included in the job.
d. A competency assessment focuses on the sets of skills and knowledge employees need to be successful, particularly for decision-oriented and knowledge-intensive jobs. But a competency assessment goes beyond simply describing the traits employees must have to successfully perform the work. It also captures elements of how those traits should be used within an organization’s context and culture. That might include the motivation levels of employees, their interpersonal skills, and so on.
e. A person analysis involves determining which employees require training and, equally important, which do not. This helps organizations avoid the mistake of sending all employees into training when some do not need it. In addition, a person analysis helps managers determine what prospective trainees are able to do when they enter training so that the programs can be designed to emphasize the areas in which they are deficient.
- Identify and summarize two training methods (sometimes called “techniques”). What are the pros and cons of each method?
a. By far the most common informal method used for training employees is on-the-job training (OJT). By some estimates, 80 to 90 percent of employee learning occurs via OJT. OJT has the advantage of providing hands-on experience under normal working conditions and an opportunity for the trainer—a manager or senior employee—to build good relationships with new employees. OJT is viewed by some to be potentially the most effective means of facilitating learning in the workplace.
b. Similar to apprenticeships, cooperative training programs combine practical on-the-job experience with formal classes.
c. The training methods we just discussed are evolving into what trainers today refer to as e-learning. E-learning covers a wide variety of applications, such as Web- and computer-based training (CBT) and social networks. It includes the delivery of content via the Internet, intranets and extranets, mobile devices, DVDs, podcasts, and “virtual classrooms” found in the gaming platform Second Life.
d. One technique that combines several different training methods, and therefore multiple principles of learning, is the behavior modelling technique.
- What are the purposes of an orientation? Who benefits from an orientation, and how do they benefit?
a. Orient. Show the employee the correct way to do the job. Explain why it is done this way. Discuss how it relates to other jobs. Let him or her ask lots of questions.
b. Orientation is the formal process of familiarizing new employees with the organization, their jobs, and their work units. Like training, which emphasizes the what and the how, orientation often stresses the why. It outlines the organization’s philosophy and is designed to influence employee attitudes about their role and the work they will be doing.
c. Onboarding is the process of systematically socializing new employees to help them get “on board” with an organization. Onboarding goes beyond just orienting new employees to their new environments.
