Week 5 Training, developing and motivating a changing workforce Flashcards
Define human resource development
(HRD), organisational strategies, policies, plans, practices and organised activities
to improve personal growth and/or performance,
to improve the job, the individual, and/or the organisation.
HRD comprises 3 areas:
Training, learning & development & career management
Define learning & development
• Learning and development (also employee development):
acquisition of knowledge, skills and behaviours
improve an employee’s ability to meet changes in job requirements and
client /customer demands.
Define training
The development of the skills of the workforce
may be job oriented but** primarily to meeting the skills needs of the organisation.**
Define Vocational educatoin and training (VET)
Meeting the skills needs of individuals so that they can find employment in the labour market.
Involves gaining nationally recognised qualifications that may or may not meet the needs of the employing organisation.
How can training develop competitive advantage?
Integrated use of learning and other interventions for the purpose of improving individual and organizational performance.
Focus on solving performance problems and increase business results. Steps:
Analyse, productivity gap, cause, close gap while increasing profit.
Highly trained staff provide a resource not easily cipied by other organisations.
Describe the progress in Aust training in the last 20 years.
Great increase in training over the last 25 years
1989
low instance of training.
22% e’ees reieving training.
2.2% payroll spent on it
22hrs pp pa received.
1990
training guratentee level introduced.
1.5% payroll to be spent on training.
1996
tgt failure, no significant increase in training.
2014
80 e’ers offering sorm form training
30-50% e’ees taking part in structured training
70% e’ees traking part in on the job
40 e’ees traking part in structured training
What are the 3 elements of Aust trianing system
3 elements:
School
educting children.
VET (Voctaional educational & training)
On & of the job training at an educational provider.
Competency based.
Tafe & private providers
Apprenticeships & traineeships.
Cert to diploma level
Higher eduction (university sector)
Diploma to Doctorate
Pathways from VET into university
A needs assessment is the process used to determine if training is necessary. It has 3 parts.
Organisational analysis involves considering the context in which training will occur.
- appropriateness of training—given business strategy,
- its resources available for training
- support by managers and peers for training activities.
Person analysis helps to identify who needs training:
- lack knowledge, skills or abilities (a training issue), or from a motivational or work–design problem
- identifying who needs training
- determining employees’ readiness for training.
Task analysis
- identifying the important tasks and knowledge,
- skills and behaviours that need to be emphasised in training for employees to complete their tasks.
identify the key design elements needed in a training session to maximise learning
(NELTTE)
Needs Assesment
-Org analysis / personal analysis / task analysis
Employee readiness
-Attitude & motivation / basic skills
Learning environment
-Id learning objectives / meaningful material / practice / feedback / observation of others/ admin & coordinate program.
Training tools
Clmiate for transfer / manager & peer support / opportunity to use learned capabilities / tech support / self management skills
Training methods
Presentation methods / hands on methods / group building methods
Evaluation
Id training outcoes / evaluation designs / determine ROI
discuss current trends in using formal education for learning and development
(OSS)
Used to
- develop expertise through formal means.
- Complments career.
- Develop employees for future and alternative careers.
Trends.
- Online university training – particularly post grad to develop expertise in an area of interst.
- Creation of short, customised courses with the content designed specifically to meet the needs of the audience.
- Supplement formal courses from consultants or a university faculty with other types of development activities.
explain how assessment of personality types, work behaviours and job performances can be used for employees’ learning and development
Assessment collecting:
ID future managers
Identify strengths & weaknesses
Identify processes / communication styles that inhibit productivity
Development is encouraged when there’s a mismatch between past job experiences and the skills required for the current job. Explain how new job experiences can be used for skills development
Job enlargement adding challenges or new responsibilities to an employee’s current job.
Job rotation the process of systematically moving a single individual from one job to another over the course of time.
Transfer the movement of an employee to a different job assignment in a different area of the company.
Promotion advancement into a position with greater challenge, more responsibilities, and more authority than the employee’s previous job.
Downward move a job change involving a reduction in an employee’s level of responsibility and authority.
Sabbatical - absence to renew skills
Mentor - help from above
Sabbatical a leave of absence from the company to renew or develop skills.
Mentor an experienced, productive senior employee who helps develop a less experienced employee.
A coach is a peer or manager who works with an employee to motivate him or her, help in skills development and provide reinforcement and feedback. Explain the role & benefits
3 possible roles:
- One on one feedback
- Assist employee in learning for themselves
- Provide resources such as mentors, courses or job experience the e’ee could not access on their own.
Recent research illustrates that effective coaching can improve career progression and career success by enhancing:
- employee self-esteem,
- motivation,
- skills and knowledge.
A Career management system is used in an organisation to identify employees’ development needs and to enable employees to progress through a sequence of positions, developing their knowledge, skills and abilities. List the steps:
Self Assessment
Reality check
Goal Setting
Action Plan
Define succession planning
Track high potential e’ees.
Possibly fast track. Stages:
developing future managers for middle management and executive positions
providing companies with a competitive advantage in attracting and recruiting talented employees
helping to retain managerial talent within the company.
