What provides employees with the knowledge and skills for their present jobs?
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Terms in this set (85)Training the process whereby people acquire capabilities to perform jobs. It provides employees with specific, identifiable knowledge and skills for use in their present jobs. It can bring improvements in effectiveness and productivity, more a planned effort by a company to help employees learn job related knowledge, skills, and attitudes Training Myths 1. learning styles Training vs. Development training: development: T or F - students are more successfull if the teaching style matches their learning style False - the most effective way to learn is based not on individual preferences but on the nature of the material that is being taught. Training most effectively addresses... skill and ability deficiencies US organizations spend ______ on employee learning and development in 2012 $164.2 billion Benefits of Training enhanced skills, increased adaptability and innovation, better self management, improved performance Organizational Training includes both hard and soft skills hard skills ex. teaching sales representatives how to use intranet resources, showing a branch manager how to review an income statement, or helping a machinist apprentice to set up a drill press soft skills ex. communicating, mentoring, managing a meeting, and working as part of a team Stages of Instructional Design 1. assess needs for training Effective Training planning efforts consider the following questions: - is there really a need for training? orientation also called on boarding. It is the most important and widely conduct type of regular training done for new employees - it is the planned introduction of new employees to their jobs, coworkers, and the organization, is offered by most employers effective orientation - establishes a favorable employee impression of the organization and the job systematic training process 1. training needs
assessment Organizational analysis What is the context? comes from various measures of organizational performance - departments or area with high turnover, customer complaints, high grievance rates, high absenteeism, low performance, and other deficiencies can be pinpointed Job/Task Analysis In what do they need training? review the jobs involved and the tasks performed. Training needs are identified by comparing the requirements of jobs with the KSAs of employees. They can also survey employees and have them anonymously evaluate the current skill level of themselves and their peers. Individual Analysis Who needs trianing? use performance-appraisal data. a good HR information system can be used to identify individuals who require training in specific ares to be eligible Individuals and Jobs: sources of information performance appraisals, skill test, individual assessment tests, records of critical incidents, assessment center exercises, questionnaires and surveys, job knowledge tools, internet input
Establishing training objectives and priorities can be established by a "gap analysis" which determines the distance between where an organization is with its employee capabilities and where it needs to be. training design can be job-specific or broader in nature...must be designed to address specific objectives...effective training design cosniders the learners and instructional strategies, as well as how to maximize the transfer of training from the classroom to the job site learner readiness individuals are able to learn...but they must also have the motivation to learn, see value in learning, and have a learning style that fits the training -ability to learn Successful Team Building 1. participation is encouraged and sustained adult learning training design must consider that all the trainees are adults but adults come with widely varying learning styles, experience and personal goals Practice/Feedback: active practice occurs when trainees perform job-related tasks during training. It is more effective than simply reading or passively listening Overlearning repeated practice even after a learner has mastered the performance...muscle memory...improves retention Behavioral Modeling the most elementary way in which people learn. it involves someone skilled at a task modeling it while the training copies the modeler. It can aid in the transfer of skills and the use of trained skills Error-based examples involves sharing with learners what can go wrong when they do not use the training
properly reinforcement based on the law of effect which states that people tend to repeat responses that give them a positive reward and to avoid actions associated with negative consequences. Positively reinforcing correct learned responses while providing negative consequences at some point for wrong responses can change behavior training transger transfers occur when trainees actually use on the job what knowledge and information they learned in training variables associated with training delivery urgency of training, subject matter, # of trainees, individual versus team, self-paced versus guided, training resources/costs, e-learning versus traditional learning, geographic locations involved, time allotted, completion timeline informal training occurs through interactions and feedback and employers - can learn informally by asking questions and getting advice from other employees and their supervisors on-the-job training most common type of training at all levels because it is flexible and relevant to what employees do...should be
planned and should teach and show employees what to do cross training occurs when people are trained to do more than one job - theirs and someone else's cooperative training mix classroom training and on-the-job-experiences...it can take several forms e-learning use of a web-based technology to conduct training online - cost saving and has access to more employees cost-benefit analysis comparison between the cost of training and its benefits typical costs trainer's salary and time, trainee's salaries and time, materials for training, expenses for trainer and trainees, cost of facilities and equipment, lost productivity (opportunity cost) typical benefits increase in production, reduction in errors and accidents, reduction in turnover, less supervision necessary, ability to use new capabilities, attitude changes actual benefits - commitment & gift exchange due to increased
performance benchmarks use benchmark measures to compare it with training done in other organizations - need to gather data on training in their organization and compare them with data on training at other organizations in the same industry and in comapnies of a similar size talent management the process of identifying the most important jobs in a company that provide a long-term advantage and then developing employees so that they can effectively work in these jobs reduce risk and increase the rewards of talent management by.... 1. the development of current employees and hiring outside talent Talent Management Process Acquisition and Staffing -> Talent Management Components -> Results and Work Outcomes Acquisition and Staffing recruiting, selection, placement Talent Management Components training, development, appraisals, compensation, performance management, career planning, succession plannings Results and Work Outcomes build management talent, create important job talent, positive work attitudes, employee retention target jobs identify the type of jobs that will be the focus of talent management efforts high-potential indviduals organizations focus their talent management on attracting, retaining, and developing high-pos competency models show knowledge, skills, and abilities (KSAs) for various jobs talent pools are a way to reduce the risk that the company may not need a certain specialty after developing it career tracks are a series of steps that one follows to become ready to move up assessment most often involves tests of one sort or another succession planning encourages an organization to prepare for the inevitable movements of personnel that create holes in the hierarchy that need to be filled by other qualified individuals make-or-buy choice where to develop "make" competitive human resources, or hire "buy" individuals who are already developed from somewhere else career the series of work-related positions a person occupies throughout life. People pursue careers to satisfy their individual needs individual-centered career planning focuses on individual's responsibility for hir or her own career rather than focusing on organizational needs self assessment individuals need to think about what interests them, what they do not like, what they do well, and what their strengths and weaknesses are feedback on reality employees need feedback on how well they are doing, how their bosses see their capabilities, and where they fit into organizational plan setting of career goals deciding on a desired path, setting timetables, and writing these items down all set the stage for a person to pursue the career of choice supervisors the boss-employee relationship is different from the student-teacher relationship feedback in school, feedback is frequent and measurable, but that is not true for most jobs time school has short (quarter/semester) time cycles, whereas time horizons are longer at work
the work problems are more tightly defined at school; at work, the logistical and political aspects of solving work problems are less certain development in HR represents efforts to improve employees' abilities to handle a variety of assignments and to cultivate employees' capabilities beyond those required by the current job coaching the oldest on the job development technique - involves observation and feedback given to employees by immediate supervisors committee assignments assigning promising employee to important committees may broaden their experience and help them understand their personalities, issues, and process governing the organization job rotation moving a person from from job to job sabaticals an opportunity provided by some companies for employees to take time off the job to develop and rejuvenate as well as to participate in activities that help others supervisor training and development includes several topics, such as basic management and responsibilities, time management, and human relations human relations training helps to prepare supervisors to deal with "people problems" associated with overseeing employees leadership development expanding a person's capacity to be effective in a leadership role behavior modeling managers tend to manage as they were managed, or by copying someone else's behavior management mentoring a coaching relationship in which experienced managers aid individuals in the earlier stages of their career encapsulated development occurs when an individual learns new methods and ideas, but returns to a work unit that is still bound by old attitudes and methods. Case Study: Apple apple emplyoees spend a lot of money on training...they train employees to be empathetic and use words like "i feel...." Evaluating the Training Program (kirkpatrick's model 1. Reactions (satisfaction ) ROI = [(training benefits-training costs)/training costs] x 100 The Training Evaluation Tool Post-Measure Human Capital Theory train as long as benefits to employer- increase in salary due to training > cost ranking is relative and rating is absolute ... Bargain Labor (external, cost) emphasis on hiring new employees with desired skills than training existing employees. Training focuses on reducing costs and improving efficiency Free Agent (external, differentiation) emphasis on hiring new employees with desired skills than training existing employees. Training focuses on providing superior service, innovation Committed Expert (internal, differentiation) Emphasis on training existing employees. Training focuses on providing superior service, innovation Loyal Soldier (internal, cost) Emphasis on training existing employees. Training focuses on reducing costs and improving efficiency Students also viewedEDUC Final Ch.1-8201 terms Rachel_Punnoose JROTC Lasson 29 terms michael_dickey2 JROTC Knowledge Bowl - LET 2 Questions [Odd]125 terms ambivxrtique LEARNING FRAMEWORK 1301 CHAPTER 634 terms tabitha_parks1 Other sets by this creatorVerbs28 terms odiaz97 pronouns6 terms odiaz97 Quiz #5 - nouns23 terms odiaz97 Quiz #5 - beverages28 terms odiaz97 Verified questions
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maddie_dalmaso Quiz 2 Chapters 5,6,7.33 terms brianna_reed18 What is the process of important skills and knowledge to the employees?Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job.
What helps to improve knowledge and skills of employees?Encourage Experiences. Experience is one of the best ways to develop new skills. ... . Form Support Groups. ... . Leverage Digital Courses. ... . Tap Into Online Resources. ... . Make Employees Feel Supported. ... . Showcase Understanding. ... . Develop A Training Budget. ... . Reward Employee Loyalty.. |
