Human Resource

• HR Development


  • Orientation
  • Training & Development
  • Talent Management
  • Career Planning
• Ensuring that workers are capable of fulfilling job responsibilities contributing to the organization's success
• Significant expenditure
• Ever-changing business environment
• Orientation (Onboarding)


  Planned introduction of new employees to their jobs, coworkers, and the organization
• Orientation (Onboarding)


  • Establishes a favorable impression of the organization
  • Provides organization and job information
  • Enhances interpersonal acceptance by coworkers
  • Accelerates socialization and integration
  • Ensures that employee performance and productivity begin more quickly
• Elements of Effective Onboarding


  • Source: Adapted from Dan Steer, "Onboard with It All," T+D, November 2013, pp. 26–29; Carmen Nobel, "First Minutes Are Critical in New-Employee Orientation," HBS Working Knowledge, April 1, 2013, http://hbswk.hbs.edu/item/7193.html.
• Training


  Process whereby people acquire capabilities to perform jobs
• Organizational Strategy and Training


  • Strategic training
  • Investing in training
  • Organizational competitiveness
  • Global competitiveness
• Training


  • Lower employee turnover
  • Improve effectiveness and productivity
  • Reduce costs
  • Improve quality and customer service
  • Increase human capital
• CFO: 'WHAT HAPPENS IF WE INVEST IN DEVELOPING OUR PEOPLE, AND THEN THEY LEAVE US?'
• CEO: 'WHAT HAPPENS IF THEY DON'T, AND THEY STAY?'
• Intercultural Competence Training


  Linking Strategies and Training
• Development (of human resources)


  • Efforts to improve employees' abilities to handle a variety of assignments
  • Cultivate employees' capabilities beyond those required by the current job
  • Long-term purposes
• Development versus Training


  • Lack of individual T&D (according to the performance appraisal)
  • Changes of objectives – internal changes
  • Environmental changes – external changes
• Generations


  • Veterans / Builders – 1925-1945
  • Baby Boomers – 1946-1964
  • Generation X – 1965-1979
  • Generation Y (Millennials) – 1980-1995
  • Generation Z (Net Gen) – 1996-2010
  • Generation α – 2011-
• Instructional Design Process


  1. Assessment

  2. Design

  3. Development

  4. Implementation / Delivery

  5. Evaluation
• ADDIE model


  Instructional Design Process
• Training Needs Assessment


  • 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?
• Gap analysis


  Indicates the distance between current and desired employee capabilities
• Types of Training Objectives


  • Attitude
  • Knowledge
  • Skill
• Learner Characteristics 1


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


  Ways in which adults learn differently than do younger people
• Adult Learning


  • 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
• Instructional Strategies 1


  • Learner Practice & Feedback
  • Overlearning
• Instructional Strategies 2


  • Behavioral modeling
  • Error-based examples
• Instructional Strategies 3


  • Reinforcement
  • Immediate confirmation
• Transfer of training


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


  • Offer trainees an overview of training content and process and how it links to the strategy of the organization
  • Ensure that the training mirrors the job context
• Training Delivery Variables


  • Nature of Training
  • 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 Training
  • External Training
  • Combination Training Approaches
• Internal Training


  Training that takes place inside the organization
• Internal Training 1


  • Specific to the organization and its jobs
  • Saves the cost of sending employees away or paying outside instructors
• Types of Internal Training


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


  Training that occurs through interactions and feedback among employees
• Formal training


  A deliberately planned process of learning activities
• On-the-job training (OJT)


  The most common training because it is flexible and relevant
• On-the-Job Training


  • Problems with OJT: Poorly-qualified, rushed, or indifferent trainers
  • Disruption of regular work
  • Bad habits or incorrect information passed on
• Cross-training


  Training people to do more than one job
• Cross-training


  • Increases flexibility and development
  • Challenges: Not favored by employees (more work?)
  • Threatens unions with loss of job jurisdiction and broadening of jobs
  • Requires scheduling work differently
  • May cause a temporary decrease in productivity