5.hr

• HRM model

  • External factors
  • Organizational factors
  • HRM functions
  • Core task of HRM
• External factors


  • Technological
  • Political
  • Economic
  • Structure
  • Operations
  • Mission
• HRM functions


  • HR Strategy & Planning
  • Jobs
  • Staffing
  • Performance Management
  • HR Development
  • Employee Relations
  • Compensation
• HR Strategy & Planning


  • HR Planning
  • HR Retention
  • HR Effectiveness
  • HR Metrics
  • HR Technology
• Jobs


  • Workflow Analysis
  • Job Design, Redesign
  • Flexibility
  • Job Analysis
  • Job Evaluation
• Staffing


  • Recruiting
  • Selection
  • Placement
• Performance Management


  • Performance Criteria
  • Performance Appraisal
  • Feedback
• HR Development


  • Orientation
  • Training & Development
  • Talent Management
  • Career Planning
• Employee Relations


  • EEO
  • Risk Mgmt & Worker Protection
  • Employee Rights & Responsibilities
  • Union/Mgmt Relations
• Compensation


  • Total Rewards
  • Incentives
  • Benefits
• Ensuring that workers are capable of fulfilling job responsibilities contributing to the organization's success
• Significant expenditure
• Driving forces behind training initiatives

  • Legal mandates
  • Efficient operation and achieve goals and minimise risks
  • Improve organizational working relationships and culture
• Orientation (Onboarding)


  Planned introduction of new employees to their jobs, coworkers, and the organization
• Effective orientation


  • Establishes a favorable employee impression of the organization and the job
  • Provides organization and job information
  • Enhances interpersonal acceptance by coworkers and builds the new employee's network of resources
  • Accelerates socialization and integration of the new employee into the organization
  • Ensures that employee performance and productivity begin more quickly
• Training


  Process whereby people acquire capabilities to perform jobs
• Development


  Efforts to improve employees' abilities to handle a variety of assignments and cultivate employees' capabilities beyond those required by the current job
• Development has a broader focus and includes activities that enhance an employee's skills, knowledge, and abilities over time. Development programs aim to prepare employees for future roles and responsibilities.
• Necessity for T&D


  • Lack of individual knowledge, capabilities
  • Changes of objectives - internal changes
  • Environmental changes - external changes
• CFO asks CEO: "What happens if we invest in developing our people, and then they leave us?"


  CEO responds: "What happens if they don't, and they stay?"
• Benefits of training


  • Lower employee turnover
  • Improve effectiveness and productivity
  • Reduce costs
  • Improve quality and customer service
  • Increase human capital
  • Ensure competitive advantage
• Instructional Design Process (ADDIE model)


  • Assessment
  • Design
  • Development
  • Implementation / Delivery
  • Evaluation
• Effective training efforts consider the following questions: Is there really a need for the training? Who needs to be trained? Who will do the training? What form will the training take? How will knowledge be transferred to the job? How will the training be evaluated?
• Training Needs Assessment


  • Gap analysis
  • Indicates the distance between current and desired employee capabilities
• Learner Characteristics


  • Ability to learn
  • Motivation to learn
  • Self-efficacy
  • Perceived utility/value
  • Learning styles, andragogy
• Adult learning (Andragogy)


  • Need to know why they are learning something
  • Need to be self-directed
  • Bring more work-related experiences into the process
  • Employ a problem-centered approach to learning
  • Are motivated by both extrinsic and intrinsic factors
• Generations


  • Veterans / Builders – 1925-1945
  • Baby Boomers – 1946-1964
  • Generation X – 1965-1979
  • Generation Y (Millennials) – 1980-1995
  • Generation Z (Net Gen) – 1995-2010
  • Generation α – 2011-
• Learner Characteristics by Generation


  • Baby Boomers: see the trainer as a knowledgeable partner, value qualifications and reputation, experience-based learning is effective
  • Generation X: view the trainer as a subject matter expert, value frequent feedback, prefer multimedia and hands-on learning
  • Millennials: look for trainers who are knowledgeable mentors with deep real-world experience, value practical training, prefer visual learning
  • Gen Z: prefer independent learning style with less passive but more visual and kinaesthetic learning, desire convenience and open to feedback, have underdeveloped in-person social skills
• Learner Practice & Feedback


  • Active Practice
  • Feedback during training
  • Feedback after training
  • Overlearning
• Instructional Strategies


  • Behavioral modeling
  • Error-based examples
  • Reinforcement
  • Immediate confirmation
• Transfer of training from class to job


  Occurs when trainees actually use on the job what they learned and maintain use of the learned material over time
• Training Delivery Variables


  • Subject Matter
  • Number of Trainees
  • Individual versus Team
  • Self-Paced versus Guided
  • Training Resources/Costs
  • E-Learning versus Traditional Learning
  • Geographic Locations Involved
  • Time Allotted
  • Completion Time
• Training Delivery Options


  • Internal to the Organization
  • External to the Organization
• Internal Training


  Training that takes place inside the organization, specific to the organization and its jobs, saves the cost of sending employees away or paying outside instructors
• Types of Internal Training


  • Informal training
  • On-the-job training (OJT)
  • Cross-training
• On-the-job training (OJT)

  The most common training because it is flexible and relevant, includes explicit and tacit knowledge, but can have problems with poorly-qualified, rushed, or indifferent trainers, disruption of regular work, and passing on bad habits or incorrect information
• Cross-training


  Training people to do more than one job, increases flexibility and development, but can be disliked by employees, threaten unions, and cause a temporary decrease in productivity
• External Training


  Training that takes place outside the organization, can be less expensive, saves organization the time of developing training, but staff may lack expertise and employees can't interact with outsiders
• Cooperative Training


  Mixes classroom training and on-the-job experiences, includes apprenticeship programs and internships
• 1. learning (Online Training)


  Use of web-based technology to conduct training online, can provide cost savings and access to more employees, but relies on users' self-direction and motivation, and requires significant up-front investment