HR Final- Aussie

SAM Principle for successful training programs (Jiffy Lube)

Effective learning programs are Simple Aligned with business goals Measurable enough that trainers can track coursework effectiveness for stakeholders

How do you know a good PA system when you see one (what criteria should it meet)?

Is aligned with strategy and other HR practices Measures all important parts of the job and no irrelevant parts Is as free from bias or discrimination as possible Has a clear purpose, with methods suited to that purpose Is practical and easy to use, has buy-in from users Has appropriate timing and frequency of appraisal and feedback

Fit

Job customized to you needs and desires Community fits your and your family's needs and desires well leaving a job often means moving out of the community—leaving a spouse's job, a house, a school district, hobby clubs, and nonwork friends and relatives

What considerations come in to play in developing a recognition system?

Strategic fit/purpose - WHAT measures/results/ behaviours to reward and incentivise? Who nominates awardees? Who chooses awardees? What is the reward? (Recipients must value it) Time frame of reward cycle - monthly, quarterly, annually? Individual or team or unit level rewards? Employee input into design of system? Publicity/communication about system and winners?

Why do trainee motivation and readiness matter?

They help design training programs and assess if employee has pre-requisites and knowledge for tasks/training -positive reinforcement -eliminate threats and punishment -be flexible -have participants set personal goals -design interesting instruction -break down physical and psychological obstacles to learning

Three processes by which an employee might choose to quit.

Traditional model of turnover "Shock to the System" Scripted leave

Questions for Individual Level Needs Analysis

Who needs to be trained? What do these people already know? What is their level of basic or pre-requisite skills relevant to training ("readiness")? How varied in ability are the trainees? How motivated are the trainees?

Job and Task Level Needs Analysis

identifies needed training content and when/where it should be taught.

Equity theory

individuals determine whether they are being treated fairly by comparing their own input/outcome ratio with the input/outcome ratio of someone else.

Optimal rate of turnover

optimal rate of turnover rather than the lowest possible rate. - the optimal rate occurs where the curve of turnover costs crosses the curve of retention costs -The point at which these two curves cross represents the lowest total cost and thus the optimal turnover rate for the organization

Micro-learning

is a way to provide small, specific, bite-size units of content to learners Benefits: Just-in-time learning On-the-go learning Can be produced fast enough to react to a changing work environment Improves employee performance Provides focused and precise info Content is engaging and relevant Improves long-term retention and learning microlearning produces microchanges — small shifts in behaviors that feel manageable to undertake.

commission- Pay incentive option

-sales jobs and allows the salesperson to receive a % of their gross receipts -offer a very clear link between pay and worker performance and are an effective financial incentive -easy to administer and justify because there is no subjective element, and rewards are purely a function of performance, keeps labor costs in line con: employee's point of view= the unpredictable amount of take-home pay varies - outside the employee's control—such as weather, economic conditions, or the amount the company spends on advertising—may influence the number of sales/ the amount of reward.

You are investigating what appears to be a "turnover problem." What information would you collect to enable you to design an effective and strategically aligned approach to reducing employee turnover?

Analyse the problem - who is leaving, from what dept/job/location, why are they leaving, what is it costing the org. in terms of disruption, replacement costs, etc. Exit interviews or Organizational surveys: People may leave because they are pushed away by something dissatisfying in the organisation/job/ boss/work setting. Or they may leave because they are pulled away by something outside the organisation - family issues, an unsolicited job offer, a better opportunity, etc. Regular attitude surveys to see what is bothering employees, trends with failure, where the issues are, to prevent people are leaving

Why might you have a range of rates for a single wage grade, and how might people progress through the range?

PAY DIFFERENCES BETWEEN PEOPLE IN THE SAME JOB (OR IN THE SAME WAGE GRADE) are the subject of INDIVIDUAL EQUITY -The rate they originally came in at. Those who already had more experience, education, or skills at the point of hire, and/or those who negotiated harder, might have entered the wage grade above the lowest rate in that grade. 2. How long they've been in the job; seniority-based pay. -orgs have a system for "salary progression," or regular increases within grade. -annual increment which rewards seniority/tenure/time in role; being in a job longer builds greater skills in the job and should be rewarded- loyalty. -easy to administer because it is objective, doesn't require performance appraisal, and doesn't create angst that can accompany differential pay rises based on performance. -rewards and motivate staying with the org, because that is the only way to move up in pay. -little to motivate increased effort or performance and treat good and poor employees equally rather than equitably. 3. How well they are performing-link pay to performance through some form of incentive scheme

Progressive Discipline

Parent-child approach Clear outline of each offense and prescribed punishment Escalating penalties for repeated offences Oral warning->written warning->suspension->dismissal Immediate (summary) discharge for very serious offense Rules and penalties communicated in advance

How could you customise the appraisal interview process to three levels of performers?

Remedial Action Plan (RAP) (Performance Management) For the poor performer. Meet every few weeks. Impose very specific goals with short deadlines. If no improvement after a few sessions, proceed to termination. Maintenance Action Plan (MAP) For the steady, acceptable, but not high potential performer (or for someone stuck in a dead-end job). Meet annually. Be semi-participative in setting goals regarding current work and minor improvements. Development Action Plan (DAP) For the high potential strong performer. Meet 2-4 times per year or what's best for the task cycle. Encourage challenging self-set goals for building performance and skills with a view to future jobs. Discuss career path/options.

Whole vs Part Learning: Learning principles

whole task as one unit or to break down the task into separately learned and practiced parts. If a task is simple, it can be learned and practiced as a whole. If a task is complex, it probably should be broken down into component parts that can be taught and practiced as separate elements before being combined.

How would you "price" a wage structure?

(1) hardship, (2) difficulty of learning the job, (3) stability of employment, (4) responsibility of the job, and (5)chance for success or failure in the work. Market Value of an item is the price it brings in a market where demand and supply are equal . Use Value: the value an individual buyer/seller anticipates through use of the item-varies among individuals/ over time Training requirements of jobs in terms of length, difficulty, and whether the training is provided by society, employers, or individuals constitute a primary factor in human-capital analysis and thus job worth. Employee tastes and preferences- expectations of future earnings influence occupational choice and labor supplies

Discuss the relative advantages of individual versus group versus company wide incentives.

- Individual incentive programs are often reported to yield higher productivity than group incentives--linking individuals' pay to the group's performance diffuses the connection between pay and each person's effort. --Some individuals may have a tendency to "free-ride" (let others in the group do the work for them). -group plans result in more cooperation and coordination. - suited for orgs in which performance is difficult to measure at the individual level, jobs are interdependent, and success depends on effective teamwork. -Organizational level incentives like profit sharing allow even more scope for free-riding, as the link between individual effort and company-wide year-end financial performance is quite weak. -but they do tend to increase employee awareness of corporate performance and strategic goals and may increase their identification with the company.

Bonus- Pay incentive option

- one-time lump sum payment given for meeting a performance goal, based on objective measures -in some orgs., all employees share in the bonus rewards if org goals are met, whereas in others the size of the bonus is tied to each individual's performance. -motivation depends on whether they are individual, unit, or company level, the objectivity of measurement and specific behaviour being rewarded, and the size and frequency of the bonus. -Some systems pay out more frequently than once per year, quarterly or monthly, which tends to keep employees more engaged with the goal. -help the employer control cost; arrive in one lump sum, they may feel to the employees like more money than a comparable-sized raise

Merit Pay- Pay incentive option

- permanent increment in base pay, based on employee performance as assessed through performance appraisal -represent a permanent commitment to an increased salary (pay is never reduced if performance falls), creating an expensive fixed cost to an org during economic downturns. -merit increases are based on the supervisor's subjective evaluation, employees may perceive a weak link between performance and pay if they distrust the appraisal system or their boss. -employees feel that the system in their org is not implemented in a completely fair, unbiased manner. -merit increases are usually awarded annually =do not immediately follow specific instances of good performance that the org reinforces. -variations in the size of merit raises are not large enough to be highly motivating -the size of the total merit budget may vary from year to year so the same performance level does not earn the same reward.

Piece rate- Pay incentive option

- production workers -paid a set amount for each unit of output produced, either from zero or once a daily goal is reached (objective measures) -used in conjunction with a modest base hourly wage, so the amount earned is wage plus pay per piece. -can be used in certain circumstances for non-Award employees or when the Award permit

Design-ADDIE Model

---clear learning objectives and apply what is known about human learning principles in general, adult learning, and relatively effectiveness and sequencing of different training methods Translate the program objectives into terminal and enabling learning objectives. Quantify program development, implementation and evaluation costs and effort required. Determine program structure/sequence, duration and pace. Decide program format and mode of delivery. Specify type of participant assessments and assessment conditions. Determine program evaluation methodology, data collection methods, timing and reporting formats. Articulate transfer of learning methods and workplace support. Define implementation and training administration requirements.

What are key points to remember about conducting a termination meeting?

-Decide when to have the meeting-notify person of serious meeting and invite them bring a support person -Decide where to have the meeting-private place with no distractions or more than one person present -Prepare in advance written summary of benefits, severance, entitlements, super, (paycheck, unused annual leave), etc. -Inform need to know people in advance --supervisor, security, HR, IT (Arrange lock-out of computer system from malicious activity/protecting current employees and company-> Should be concurrent with termination meeting to ensure they don't steal confidential or personal records -After meeting-escort individual to office supervise packing and escort off the premises have HR there make sure you did it right, keep it short and to the point, (DON'T APOLOGIZE) don't reconsider/hold out hope be prepared for an emotional response/hostility/tears --do not console or sympathize

Managers must be

-Managers must be the person their employees want them to be (role model, listener, peer) -selecting the right people for supervisory jobs and then training them well -Effective managers are those who also get to know their employees as people

Why do exit interviews:

-To find out why people are leaving with a view to understanding to take action to prevent others from leaving -part on good terms and hold open the possibility of the person who is leaving to returning if the job they're leaving for does not work out or to come back in the future -refer potential candidates for them, if there anything was that you could have done to re-recruit them -shows possible legal problems= act on cause if its harrassment or bullying & be sure no one else is being treated in same way -sign to existing employees of positive culture, be caring and compassionate to exposing yourself to negative feedback and act on it to make things better -to provide market research what did that other firm offer them to walk away, salary, benefits, work environment

External equity surveys for wage and salary requirements

-collected from other orgs. -involves identifying the jobs to be included, selecting the orgs to be surveyed, and then actually collecting the data. -The data must be interpreted so wage rates can be set within the context of the orgs pay policy & internal job evaluation system. gather survey information only for selected jobs: -The job content is relatively stable over time. -The jobs occur frequently both in the organization and in the surveyed organizations. -The jobs can be defined quite precisely. -The jobs are performed in a similar manner in most organizations. Selecting orgs. to survey: (1) employ workers with the same skills (2) are within geographic distances that would make employees willing to commute or relocate (3) are in the same or similar industry many organizations obtain the results of surveys undertaken by industry associations, professional associations

What are the arguments against the Pay for performance concept?

-needs to reevaluate and fine-tune the system to make sure that rewards are aligned with desired performance and the motivational results are being achieved.-- It can be very difficult to set up an effective variable pay system. -Unions see no need to differentiate the pay of union workers who are doing the same job. -believe that pay differences based on subjective supervisor assessments of employee performance (merit raises) may foster discrimination/ favoritism. -they favor objective methods of determining pay increases such as across-the-board raises or seniority increases. -believe that merit pay plans may weaken union solidarity, since employees compete against their workmates to receive the highest rewards. -are more receptive to group incentive plans because they tend to result in cooperation rather than competition. -more likely favor a bonus plan for all employees based on a company's profitability than individually based rewards for high performance. What doesn't get rewarded, doesn't get done. People may game the system. Teamwork can suffer when only individual rewards are used. Appraisals may be inaccurate and objective measures may be deficient, as bases on which to reward performance. In young years good work goes unrewarded. It's very hard to design a good system.

Exit interviews done by whom:

-not immediate manager (possible reason why they left) -someone neutral; HR office- to make sure the interview is standardized, gathering same data from everyone, person speaking to you that their data will be handled confidentially -hire people outside company to do interview to provide confidentially to allow people speak freely - but may come off as not caring or remote

Suppose you are developing a training program to teach adults to drive a car. How will you apply what you have learned about T&D to do this as effectively as possible?

1. Get ready to instruct - a. Have a timetable - how much skill you expect and when b. Break down the task - list important steps, pick out key points (how, why, safety issues, sources of feedback) c. Have everything ready - equipment, material, supplies, manuals d. Arrange the workplace - as you would expect the worker to maintain it 2. Prepare the Worker a. put worker at ease b. find out what they already know c. arouse interest and motivation d. communicate the training objective/goal e. place worker facing the task 3. Present the Task a. demonstrate one step at a time (slowly) while explaining, repeat b. emphasize key points and reasons c. demonstrate at normal speed 4. Try Out Performance a. worker explains task b. worker performs task c. trainer coaches d. trainer repeats demonstration/ explanations as necessary e. additional supervised practice 5. Follow-up a. put the worker on his/her own b. encourage questioning if unsure c. check frequently d. taper off assistance

How and why and on what criteria can training be evaluated?

4) Results: are you producing better, measurable results, more sales, happier customers, reduce turnover, relevant objective measures -bottom line results; the outcome of any behavioral change -what was happening before to see if training made a difference 3) Behavior: are you acting differently on the job, mystery shoppers, applying what you learned to your job; has their behavior changed and applied from training -transfer of Training -pre-training data to see how behavior changed and conduct observations and interviews over period of time to see full effect 2) Learning: do you have knowledge and skills now after the training before the training (test before and after) measure objectively; how much did they actually learn Pre-test and post-test of knowledge and skill to see if they learned anything --interviews or verbal assessment and before training see their previous knowledge, skill, etc. 1)Reaction- did the trainees like it, interesting, useful, what suggestion to make it better- how does trainee feel about the training --Employee Satisfaction Survey after it's over Most commonly measure reactions to training programs, less on learning, behavioral , and then results

E-learning:

A learning management system (LMS); software application for the administration, documentation, tracking, reporting and delivery of __ education courses or training programs -current, relevant, and consistent & online and can help anyone gain skills, knowledge, and certifications anytime, anywhere self-pace training comes to the employee interactive new employees do not have to wait for a scheduled training session can focus on specific needs as revealed by built-in tests can be referred to online help or written material

What are the advantages and disadvantages of appraising behavior?

Assess if the way things are done matters a lot.; strategy where everyone in a job needs to behave in a specific way such as follow a script when greeting customers, then assess them on how well they do that PROS: measure what they do against what you need them to get done. establish performance criteria that benefit your business; compare employee performance to your criteria and determine whether employees make a positive contribution straightforward, objective results in a performance evaluation. CONS: eliminate important criteria; rapport with customers, positive contributions to meetings and optimism.

How can pay be used strategically?

Be sure compensation systems reward the behaviours needed for strategy implementation and the desired corporate culture. Be especially careful to get compensation right in the critical jobs you can't do without.

What are important considerations in choosing training methods to use in a program?

Choose methods which suit the nature of the material and allow for content delivery and practice as needed. Use a variety of methods to keep learners interested and engaged and to cater for different learning styles/preferences. What are the desired learning outcomes?: establish training needs and agree on learning outcomes expected from the training. Who are you training? : understand who they are and how they respond best to training; what are their job roles?, what are their preferred learning styles? How many learners do you have/where are they based?: The number of employees requiring a certain training program -If you only have a handful of people, then the most cost effective method is to book them on to open courses offered by your training provider. -Larger numbers warrant a group booking delivered at the provider's center or onsite at your premises- employees can be trained together and can be tailored to your business. What is your budget?

Analyse-Addie model

Clarify organizational and training program objectives. Agree the scope of the training program. Articulate training administration requirements. Strategies for transferring learned skills to the workplace. Detail project risks, opportunities and assumptions. Investigate constraints in implementing the program. List training vendor/trainer selection criteria. Determine the target participants, program entry requirements, participant characteristics and special needs. Determine extent of training participant knowledge/skill assessment required. Determine the tasks currently performed by target participants and level of performance required following the training. Estimate program design, development, implementation and evaluation costs.

Evaluate- ADDIE model

Collect training program evaluation data. Collect project evaluation data. Review training program performance (number of employees trained, percent participants passed, participant satisfaction). Review project performance (cost, schedule, scope, stakeholder satisfaction, project team satisfaction). Report program and project performance results.

Traditional model of turnover

Decision to quit is made in a logical and step-by-step fashion, largely in response to dissatisfaction to the present job 1) Determine Job satisfaction or dissatisfaction. 2 begin to think of quitting; assess the costs of quitting and the costs and likely success of searching for an alternative job. 4) Evaluate the idea of searching for a new job 5) Plan search for new jobs 6) Actually do the search 7) evaluate the alts. 8)Compare alts. to current job 9) Plan to quit or stay 10) Actually quit os stay suggests that the process of deciding to quit is gradual, linear, logical, and that an alternative job is located before the current job is left.

What are the newest trends in performance appraisal?

Deloitte has no ratings to having project leads and managers assign them in four categories on a quarterly basis, to provide detailed "performance snapshots." PwC made a similar move: Employees don't receive a single rating, but now get scores on 5 competencies, along with other development feedback- going numberless actually came from employees, especially those on a partner track, who wanted to know how they were doing. New York Life created quarterly convos between managers and employees, to maintain its new commitment to development and also help HR realize who their best managers are and which managers need coaching and support to better develop their teams. Base pay decisions on market rate and responsibility and bonuses on team or company performance rather than based on ratings- since there is little correlation between ratings and actual performance -Removes subjectivity in performance-related pay and saves time and effort.

Develop-ADDIE model

Develop communication packs for program stakeholders. Develop session plans, trainer guides, learner guides and trainer and participant resources. Develop trainer and on-the-job aids. Develop coaching/mentoring guides and resources. Develop technology infrastructure and software. Develop participant assessments. Develop project and program evaluation instruments. Conduct pilot program to test that program meets client requirements. Review implementation and evaluation costs, effort required and schedule.

What might you do to reduce turnover among high performing staff?

Differential treatment of high performers and address their concerns: -competitive pay and offering incentives if they reach goals -growth opt. and succession planning to show how company cares about their longevity in org. -Accurate appraisals -Recognition -Feedback -Promotion Oppt. -Merit or Bonus Pay -Development Oppt. -Interesting Work Assignments -Career Planning -Mentoring -Flexible Schedules/Autonomy

Describe the components of an effective discipline system/policy.

Document employee misconduct or poor performance: -Date, time and location of misbehaviour -Behavior -Witnesses -Consequences of the misconduct -Prior discipline/warnings for similar acts After discussion with the employee, Document: -Actions taken and anticipated improvements -Further proposed action -Follow-up dates Investigate alleged misbehavior: -Know and follow the org's discipline policy and procedure -Investigate offences carefully and tactfully -Document everything -Consider having a witness/HR person/neutral person present during investigation interviews -Allow employee to explain/respond -Have decision reviewed by a higher-level -Apply policies even-handedly (beware discrimination) -Explain decision to employee clearly Apply discipline to company rules and policy -Progressive Discipline vs. Positive Discipline

When to do exit interviews:

Employees announce resignation weeks in advance of last day of work so: -Best: in the last week but not the last day - tell you what they think of the environment (not last day: frantic, packing up office, going to lunch with co-workers) Week after they left= clearer head but after no obligation to talk to you at that point Collect the data before they leave and follow up 3 months down the track (if its working for them at new employer, if they want to come back, and if there is anything the company could have done to keep them)

Organizational level needs analysis

Establish what kind of training is needed where in the org., by whom, and determine the priority of competing claims on a limited training budget. Provides a big-picture strategic perspective on training. must consider the org's goals and strategy and ask what kind of training is most important to enable strategic success Identify critical jobs you can't do without- should have priority access to needed resources, and that includes training Assess whether trainees will be able/motivated to USE what they have been taught once they are back on the job.

Why turnover might be bad for org

Exit costs -Exit interviews -Farewell parties on work time -Administrative time to process final pay, close retirement accounts, etc. Replacement costs Recruitment advertising Selection testing, interviewing, reference checking, medical exams, etc. Hiring bonuses, relocation costs New employee orientation Administrative costs to add to payroll, enroll in benefits, etc. Formal training Informal mentoring and coaching of new employees by supervisors and peers Other costs Lost business due to client loyalty to departing employees Lost business or poor quality due to short staffing before replacement, or lower skills before new hires are up to speed Expenses of hiring temporaries or paying overtime while awaiting replacements Reduced morale of those remaining, increased stress on those remaining while short staffed or breaking in replacements Reduction in company's reputation as an employer when many staff choose to leave; reduced ability to recruit in the labor market Inability to pursue growth or other business oppts due to lack of staff Loss of training dollars invested in departing employee Loss of org-specific knowledge held by departing employee.

Everyone hates PA; why do it?

Feedback: Employees deserve to know what their boss and their employer think of their work. Future-oriented performance improvement and direction: Employees want to understand what they are supposed to be doing, their boss's expectations and priorities for their role, and how they can and should improve. --facilitated by goal setting, coaching, and development/career planning. Past-oriented consequences for performances achieved: Appraisals are the basis for providing recognition, rewards, discipline, or discharge. Other administrative functions: Info from appraisals may be used in test validation, training needs assessment and training evaluation, succession planning, etc.

How might you reduce turnover among employees?

Find out what's pushing them away and fix it Find out what's pulling them away and fix it. Increase EMBEDDEDNESS-why people stay (fit, link, sacrifice, community embeddedness)

The Future of Performance Appraisal

Frequent informal check-ins, weekly, monthly, or quarterly Less emphasis on big annual reviews or forced distributions Some companies are giving up rating altogether More about development, less about judgement of past work More social/peer sourced real-time feedback

Links

Friend or mentor at work, teams, feeling involved friends and involvement in off the job orgs. and activities Leaving a job means leaving the work itself, work friends, employer-provided development programs

Why use pay for performance/incentives?

Incentive Effects on Motivation: individuals exert more effort and perform better -Expectancy theory Retention and Recruitment: "sorting effect"; people who choose to come to work for the org and stay there will be different if there is a large performance-based incentive versus not. Alignment of Employee Behaviour with Organisational Objectives -By linking pay to performance desired by the org to meet strategic objectives, individual objectives will fall in line with org objectives Cost Savings-link compensation costs with company ability to pay -- compensation costs will be tied to org results --results are poor and the org is less able to pay, compensation costs are lower --sales are low, fewer commissions must be paid - if performance fails to meet targets for bonus payout= no cost due to the bonus --no profit= no profit-sharing

What is the concept of Total Rewards? Why is it important and how would you use it?

Individualized annual statements for each employee, quantifying the total value of employer-provided pay and benefits by combining (below) into road map to attract, retain and motivate workforce 1. Compensation 2. Benefits 3. Development 4. Work Environment Provides congruency: all rewards, both direct and indirect, complement the org goals and strategies. Road map for all HR practitioners who are designing new programs or updating existing ones as senior management is executing company's business strategy Competitive edge for recruitment since it addresses employees needs-attracting best candidates Improved retention by focusing offerings on what employees value; emotional bond between employer and employee Moderated Labor costs by trading off various components of the employment package (flexible work arrangements and work/life balance which costs less) Enhanced company performance by reinforcing desired behaviors that contribute to org success and employees needs enhances addresses productivity

Organizational needs analysis questions

Is the proposed training consistent with the org's goals, strategy, and culture? Is it being done for a compelling business reason? Strategically, which training program/jobs/units should have priority and why? Will employees be able to transfer trained skills to use on their jobs? How will the training impact other units?

How can training be used strategically? Refer to the Jiffy Lube articles.

JLU developed an e-learning course focusing on specialty oil products, Pennzoil with Platinum with PurePlus technology and had to prepare an educational curriculum for 2000 service centers around North America in 6 months, so they could better communicate with customers based on their vehicle manufacturer recommendations, driving habits, benefits if motor oil is used, and understand the technology behind the product -overall allowed customers to choose the optimal oil product for themselves --created e-learning, Instructor Led Training, and virtual-instructor led courses with Pennzoil team to develop and display video communications on JLU Tube to raise awareness and generate enthusiasm around the product E-learning participants did role-playing to maximize their interaction and learning about speciality oil products Training was used to implement new services, such as their Brakes and Service at select service centers, JLU team deployed a technical library of courses to train employees on the new services and to prepare them for the Automotive Service Excellence certification exam --this allowed each franchise to follow consistent, quality standards when presenting the new service to customers

embeddedness

Links, Fit, and Sacrifice related to the job/company and to the community in which the job is located. employees have a web of relationships between their family lives, work lives, and community. When these connections are numerous and tight, employees are less likely to quit.

Describe the major choices that should be considered when designing a performance appraisal system.

Main purpose of appraisal system-when would you choose each need to understand the job compare people or not detail feedback or not What to assess/rate Who assesses/rates Methods used to assess/rate How often How feedback is delivered What is done with the results

Organizational surveys

Many medium-sized and large companies use this. Orgs. may use this to track employee acceptance of culture or change efforts such as team-based work systems. to monitor employee satisfaction with such aspects of their jobs- such as pay, training and development, and supervision. --Decreases in satisfaction may predict subsequent increases in turnover. Retention is a concern= surveys can be designed as written "pre-exit interviews," asking questions about why employees would consider leaving, what parts of their job are most frustrating/ disappointing, why they stay. -Retention efforts aimed at particular targets (everyone, new employees, high performing employees)

How can you increase the chance of transfer of training occurring?

Maximize similarity of training and job settings -easier to transfer if the setting/equipment/scenarios practiced in training are very similar to those encountered in the work setting. Teach principles underlying the behavior rather than just rote steps -understand WHY to do things in a certain way, can reason through how to apply their knowledge in a new context Use discovery learning exercises so that people work out for themselves how or why to do things to enhance memorability Provide lots of active practice in a variety of scenarios, use over learning -stronger the habit and confidence with methods, the more likely trainees do them on the job/ more variations of scenarios they've dealt with in training, more likely they'll apply their learning to the situations they may encounter Use action planning, relapse prevention, and goal setting near the end of training -what they will do differently when back on the job next week, brainstorm about how they will apply their new skills, and set specific goals. -Discuss what could cause them to "relapse" into old habits & how to prevent this opportunities to perform the newly learned behaviors on the job soon after training, or they will be forgotten. Assure that trainees' supervisors are supportive of training. Be sure they know what their trainees will learn and why. -Encourage pre and post training meetings-why the employee is going to training and how to use it on the job. Set up support groups of trainees, whether virtual or in person. Consider a follow-up meeting or refresher training

What are the advantages and disadvantages of appraising results (KPIs)?

Measure __ when the job produces quantifiable outcomes, which are under the employee's control, and you care more about what is achieved than exactly how it is achieved PROS: Identifying the vital indicators of your company's success will help you establish accurate performance targets. -Measuring your company's success through achievable goals is an aid in analyzing areas where your business excels/needs to improve CONS: fudge the figures so no-one gets an accurate or objective view of true performance compete rather than collaborting with colleagues for fear of being the one to miss a personal target for the greater good suffer from too little feedback too late to prevent performance problems if you measure targets that are not as important as you originally thought, replace with essential indicators to companies strategy

Objective measures

Measures of results such as sales, output, performance on measurable Key Performance Indicators

What special advice would you give about training/developing managers?

Mentors: may arise spontaneously or be assigned; advises, coaches, and advocates their mentee - may provide feedback on work issues, as well as insights on org. politics. Executive Coaches: specialist executive coaches to work with mid-upper level managers on developing their strategic or interpersonal skills. Committee assignments or task forces: help broaden a manager's outlook and build social capital while working to solve multi- disciplinary business problems. Job Rotation: new management trainees are rotated between different roles every few months for their first year. -get to know the business and can work out which role is the best long term fit. Stretch Assignments: Plan for challenging job assignments that people can grow in to.

What options are there for structuring individual incentive programs?

Merit pay Bonuses Skills based pay: Piece rate Commission

What are exit interviews, and how and why should organisations conduct them?

Most major organizations undergo this with voluntary turnover employees survey that is conducted with an employee when they leave the company. The info. from each survey is used to provide feedback on why employees are leaving, what they liked about their employment and what areas of the company need improvement

What might you do to reduce turnover among new employees?

New employees often have inflated expectations. Use a "realistic job preview" to reduce expectations to a realistic level. Use a good on-boarding procedure: -Orientation, training -Mentoring -Plenty of feedback -Career discussions Intentionally increase embedding --In the org. --In the community Offer incentives for learning and improving their skills if they want higher pay

What are the advantages and disadvantages of using rating scales versus using ranking for performance appraisal?

PROS: increase in productivity and profitability by eliminating the poorest performers and retaining the top performers by rewarding and developing them. -forces managers to identify the best performers and use company resources to develop business leaders quickly identifies top performers for rewards, development and succession planning. - allows mgt. to quickly affect business growth objectives, reach higher sales quotas and achieve corporate goals. Cons: creates competition/ counterproductive to corporate goals and employee development -> lead to discrimination. -ranking is counter-productive to teamwork and effective working relationships= creates obstacles by encouraging unethical behavior, limiting risk-taking and discouraging employees from asking for help or training. - creates added stress for employees= increased absenteeism, frustrated employees and an unpleasant work atmosphere. Raters are often not accurate and may not agree with other raters. subjectivity; scales focuses on behavioral traits and is not specific enough to some jobs. They are prone to errors and biases.

What features do effective incentive systems share?

Performance criteria correctly and closely linked to organisational goals/strategy 2. Clear, actionable criteria/goals at individual/unit level 3. Strong line-of-sight link between individual behaviour and rewards 4. Rewards valued by employees 5. System is well understood, not too complicated 6. System is well communicated by management, with frequent feedback on progress 7. System is aligned with organizational culture and other HR practices 8. Get the unit right - individual, team, plant, org 9. Involve employees in designing the system -Objective measures of performance have greater employee acceptance and credibility.

Why turnover is good for org.

Poor performers choose to leave and can be replaced with better employees. Leavers are replaced with more junior employees who cost less. Morale improves following departure of problematic employees. Leavers are replaced with people with more up-to- date technical skill. Vacancies are created to allow for internal promotions of other employees, thus increasing their career satisfaction and motivation. Receptiveness to innovation and change may increase. Voluntary turnover is less painful than retrenchments if the size of the workforce needs to be reduced.

Subjective measures

Rating - comparing each person to a scale, usually on multiple dimensions Narrative - describing each person's performance in words Ranking or Forced Distribution - comparing people to each other

How should the discipline process be handled if an employee is accused of wrong-doing?

Record/document performance accurately Counsel employees with behavior/performance problems. Make sure counseling is recorded and mutually signed off Give the employee a chance to improve and meet a clear performance standard Eventually, give an ultimatum=improve or else Follow through

Implement-ADDIe model

Rollout program communications to stakeholders. Produce program materials and aids. Install technology infrastructure and services. Set up administrative databases and systems. Install on-the-job aids. Prepare coaches/mentors. Book venue, accommodation and travel arrangements. Set up venue and accommodation. Schedule participants. Conduct training sessions. Implement training transfer strategies. Conduct participant assessments. Collect participant feedback.

What is special about adult learners?

Self-direction -Adults wat a say in the learning process Immediately applicable -Adults don't learn something because it might be useful in the future -Teach "just in time"-most motivated to learn when they need knowledge to solve a current problem. -Organise teaching around problems to be solved rather than disciplines Experiential -no sitting around listening to lectures - Use plenty of active methods with adults Real life -It is very hard to remember "stuff" without real-life application -Make full use of the life experiences of adult learners. Facilitate learning from each other and their relevant experience. Room set-ups to support interactive adult learning: U shaped, conference table, cluster tables. Andragogy- adults are not a blank slate -honor that live experience, talk, build on what they know, come up with next logical step more receptive "just in time" need they got right now Problem solve than learn about different disciplines autonomous take control of own learning-decision making attitude how adults teach own on hobbies org. says what you need to learn, but not as much autonomy

Pay Incentive Backfires- Wells Fargo

Tellers threatened with job loss for missing new account goals, heavily incentivized to cross-sell additional accounts/products to existing customers. They opened up to 2 million accounts without their customers' knowledge to meet their goals, then these accounts were charged fees. Well Fargo fined 185 million dollars. CEO resigned after congressional hearing. 5,300 employees sacked over five years Executive in charge of the cross-selling program retired with 125 million payout. "Clawbacks" of excessive executive payouts underway. Collective response of Australian banks

Three Business Reasons to Drop Appraisals

The return of people development: --often by putting their employees in charge of their own growth-requires rich feedback from supervisors—met by frequent, informal check-ins -companies have been eliminating "dissatisfiers" that drive employees away--annual reviews -feedback that's delivered right after client engagements helps managers do a better job of coaching/ allows employees to process/apply advice effectively. The need for agility: Projects are short-term and tend to change along the way, so employees' goals and tasks can't be plotted out a year in advance with much accuracy. GE's new business strategy based on innovation; Supervisors have an end-of-year summary discussion with subordinates, but the goal is to push frequent convos with employees ("touchpoints") and revisit 2 questions: What am I doing that I should keep doing? & What am I doing that I should change? -Annual goals have been replaced with short-term "priorities" The centrality of teamwork: Sophisticated customer service now requires front- line and back-office employees to work together to keep shelves stocked and manage customer flow, and traditional systems don't enhance performance at the team level or track collab. -Gap supervisors give workers end-of-year assessments, but only to summarize performance dis-cussions that happen throughout the year and to set pay increases accordingly. -Employees still have goals, but the goals are short-term .

Sacrifice

Things at work you lose if you leave; seniority, status, benefits, company car Things you have to give up if you move away to another job; house, familiarity with area, etc.

What are some learning principles and how can you use them in designing training?

What are you going to do with that knowledge Active Practice and Overlearning: "How much practice is enough?" and include enough to move trainees to the performance level specified in the training objectives and set the trainee up to make a good start on the task back on the job. SEGMENTATION APPROACH- Involves separating the skill into parts and then practicing one part-overlearning Break it down in parts (sometimes): Whole vs Part Learning: Skill Complexity is how many part or components are in the task Skill Organization refers to how components are interrelated (Skills low in complexity and high in organization -should practice as a whole Skills high in complexity and low in organization -One should practice the skill using some type of practice part strategy) Break it down over time: Massed vs Spaced Practice: Break it down over time or all at once -retention space if possible -everybody in same room massed -alternate topics and come back to them-apply space mental breaks --Riverside Ford Overcoming Interference-reduction in memory performance for recently learned info resulting from the prior learning of related materials Knowledge of Results (feedback)

Job and Task Needs Analysis Questions

What tasks are performed on this job, how often? How important is each task? What knowledge, skill, and equipment is needed to perform each task? How hard to learn is this task? What are the consequences of performing this task incorrectly?

What questions to ask during exit interview:

Why they are leaving Opinions if job environment, boss, potential to advance, training was provided, whether job that was sold to them was what they expected after performed, immediate catalyst to trigger you to leave

The point method

breaks the job into components called "compensable factors" and evaluates each separately. Steps: selection of compensable factors to use in the system -job dimensions/ requirements be the basis for paying employees -(NEMA) created 11 factors that are grouped into 4 categories: (1) skill (education, experience, knowledge) (2) effort (physical demand, mental or visual demand) (3) responsibility (for equip or process, for material or product, for the safety of others, for the work of others) (4) job conditions (working conditions, hazards definitions of degrees for each factor) Defining degrees to each factor -scales describing the different degrees/amounts within each factor are created --detailed definition of what is meant by each degree on the education factor, with the 5th degree possibly being a university degree, the 4th a trade qualification, etc. assignment of points to degrees -orgs decision on the relative importance/worth of the different factors --org has decided that experience is the most important factor so awarded it the largest number of points -Once the highest degree of each factor is given a point allocation, the lower degrees are assigned proportionately lesser point values in accord with factor importance applying the system to evaluate aspects of jobs/ obtain a point total for each job -members of the job evaluation committee will review job analysis data and observe the job/speak with incumbents. -determine which degree of each factor best describes the requirements of that job. -points associated with these degrees are summed for each job/ totals will determine how much to pay the job ---jobs with similar point totals are usually grouped together into the same pay grade---

Blended learning

combining some computer-based or online instruction with classroom- based instruction and possibly self-study, mentoring, and on- the-job activities. may involve e-learning pre-work to deliver factual content and assure all trainees are up to speed before face to face training. compensate for some of the drawbacks of fully electronic delivery, but save money and time by limiting live classroom contact to those topics needing face to face interaction, practice, and coaching.

What is individual equity? Why does it matter? How can it be achieved?

comparisons among individuals in the same job with the same org If it is not answered satisfactorily, attention to internal and external equity will have been wasted.

What is external equity? Why does it matter? How can it be achieved?

comparisons to similar jobs in different organizations (the pay received by presidents of various electrical manufacturing firms) Location matters, as well as industry and company size find out what other companies are paying make a strategic decision about the firm's pay level policy about how to position the firm relative to the market

Positive Discipline/ Discipline without Permission

decision making leave after several "reminders" - employees take responsibility for themselves --Conversation ensuring why they have rules, when they do something that requires suspension, very serious convo and put on decision making leave for a day to decide what they want to do to see if they want to commit/abide by rules or choose to resign - responsibility to clean up act for themselves or to choose to not be there -Unjust discharge is not involved; discharge can happen if employee cannot keep word of commitment

Profit sharing: Group incentive pay

designated employees share a portion of the profits of the company as a whole. -establishes a base-level profit target. -After target is achieved, a % of additional profits is set aside in a pool to be distributed to participants. -profit-sharing pool is distributed in equal dollar shares to all employees or is made according to organisational level or is proportional to salary so employees farther up the hierarchy are paid more. -sometimes only given to mid to higher level managers/executives, but some share profits with all employees -when there are no profits, the company bears no costs - employees more aware of the org's competitive position in industry and facilitate a cooperative atmosphere. - best suited to smaller companies, such plans are easy to administer in larger companies as well. -Con: when companies have had a bad year, good employees may go unrewarded. --Low profits may be due to factors beyond the employees' control, such as economic conditions. - employees share in the profits either equally or in proportion to their base pay rather than based on their performance. - no line of sight between how hard individuals work and the size of their profit-sharing payout, especially if the org is large.

Explain two methods of job evaluation.

determine the relative worth of the jobs within an org; what the JOB demands -Individual skills and performance are irrelevant the job grading (or classification) approach the point method.

What is the gender wage gap?

difference between women's and men's average weekly full-time base salary earnings, expressed as a % of men's earnings. -measure women's overall position in the paid workforce and does not compare like roles --gender pay gap is influenced by a number of factors: discrimination and bias in hiring and pay decisions women and men working in different industries and different jobs, with female-dominated industries attracting lower wages lack of workplace flexibility to accommodate caring and other responsibilities- senior roles --The pay gap, together with time out of the workforce and women's higher likelihood of part-time work, impacts on their lifetime economic security.

Internal factors for turnover

employee's attitudes/ perceptions with respect to the current job and organisation. job satisfaction and organisational commitment are usually significant predictors of a decision to quit, with leavers being less satisfied and less committed than stayers. -org. treats them unfairly; if they have a poor relationship with manager; if job requirements are conflicting, unclear, or stressful; oppt. for growth, skill development, and promotion are lacking.

What are the advantages and disadvantages of subjective methods of PA?

employers will determine categories of measurement-customer service or teamwork. . PROS: broader input on employee performance than objective; supervisor can provide her interpretation of the employee's performance on criteria and add more detail/ examples to enhance the employee's understanding of his performance/ areas for improvement. -help with feedback in jobs= more related to personal qualities and traits CON: -less fair/effective standards; can be influenced by biases- it is easy to focus on the flaws and ignore the strengths of someone you don't like -lead to legal claims of discrimination, especially an issue if an employer is shown to discriminate/ terminate employees because they are part of a legally protected class based on gender, marital status, disability and race. doesn't provide any in-depth analysis, proactive management or employee improvement allowances-can lead to poor morale and high turnover -demotivates many employees who aren't in positions to perform at higher levels simply because of the nature of their jobs.

How and why should PA results be communicated to employees? Give advice on how to conduct an appraisal interview effectively.

exist to improve org efficiency by ensuring that individuals perform to the best of their ability, develop their potential, and earn appropriate reward->leads to improved org performance. -measure the extent to which an individual may be awarded a salary increase -identify any training needs to enable an individual to help the org to achieve its objectives -individual's career development by attempting to predict work that the individual may be capable of in the future PA results should be communicated face-to-face at a time that works best for both parties and there should be active listening and discussion between the employee and the employer Consider employee input Provide specific, job-related, and actionable feedback Avoid arousing defensiveness Come from a credible source Include positive/ negative feedback Help establish clear and specific goals for the future and assistance on how to improve Obtain employee commitment to the goals Address development (usually) as well as past performance

How to conduct exit interview:

face-to-face to get richest info or over the phone or online as a survey -how will the questions be asked (use open ended and closed ended questions-rate, how much do you agree with this statement) quantative info is easy to analyze and to compare over time (ask more standardized questions) Open-ended= Why is this person in particular trying to leave

What is internal equity? Why does it matter? How can it be achieved?

fairness of pay differentials between different jobs within the org compensation is presumed to reflect the required knowledge, skill, experience, complexity and responsibility of the job. -exists when the pay differentials between different jobs within the org are perceived as fair- neither too large/ small given the true differences in job demands and responsibilities. points method -each job will have a unique number of points -Small differences in points are not meaningful, and orgs don't want to administer a large number of different pay rates for jobs that are only slightly different in points- jobs with similar point totals are grouped together into the same pay grade job grading method can help achieve this -jobs will be grouped on the basis of the grade to which they were assigned

How can on-the-job training be conducted most effectively?

for newly hired employees, cross training employees with dept. or work unit, or for promoted employees carefully planned as formal classroom training, what exactly do people need to know, key points on how to do each step, reason for doing it that way training check list; safety reasons, reasons why we do it this way record to sign off what trainee has learned and needs to be learned before starting next task -workplace training assessment what should be taught on the job and what should not be taught on the job trainers should be trained and then given clear responsibility for training specific individuals or tasks.

ADDIE Model

instructional systems design model; training effectiveness can have life or death consequences (Plan) Analyze Design Develop Implement Evaluate

Provide Feedback- Learning Principle

is critical for both learning and motivation. If not provided, trainees may learn the technique incorrectly or lose the motivation to learn. because it makes the learning process more interesting for trainees, maximizes trainees' willingness to learn. is also necessary if goals for maintaining or improving performance have been set. The trainer should plan to give plenty of __ and encouragement early in the training program. --At first, the trainer should praise any improvement at all. --as trainees' skills increase, the trainer should raise the performance level required to receive positive feedback. -- Later, the trainer should teach trainees how to evaluate their own performance, and trainees should move toward reliance on self-generated feedback rather than feedback from others. This increases the likelihood that trainees will be able to continue to perform correctly when back on the job.

Overlearning-learning principles

is practicing far beyond the point at which the trainee has first performed the task correctly several times. Overlearning is particularly useful for critical tasks that are performed infrequently or under stress, such as cardiopulmonary resuscitation (CPR) used in training when the trainee is learning a task in which the first reactions must be absolutely correct. important for several reasons: 1. It increases retention over time. 2. It makes the behavior more automatic. 3. It increases the quality of performance under stress. 4. It helps trainees transfer what they have learned to the job setting.

Development

is the process of building KSAAs needed in the longer term for possible future job demands -promotion from within; build skills often managerial, to perform higher level job in the future

Training

is the process of providing employees with KSAAs needed to perform successfully in the short term, in their current jobs

How and why might you use non-financial incentives and recognition?

isn't cost-free to the org, but is given to employees in a form other than direct payment of cash. - designed to reward and recognize specific employee behaviors or accomplishments that the org wants to encourage. Praise and (sometimes public) acknowledgement of accomplishments/behavior -Spontaneous/individualized rewards from boss or peers ("spot rewards") -Cumulative points reward/recognition systems -Short term structured incentive programs around specific goals -Employee of the Month, Quarter, Year

the job grading (or classification) approach/wage grade

job evaluation technique that compares the whole job with a predetermined standard. - jobs are assigned to predefined grades/ classes based on how well they fit a generic description of that grade -descriptions of each grade refer to the complexity of work, expertise, responsibility, but do not mention occupation-specific aspects difference between grades can be seniority -Everyone paid within the range in each grade, annual increments, until you reach top of wage in grade where you cant surpass -same grading scheme can be applied to jobs with highly varied content. - commonly used in the public sector; easy for orgs to group jobs and for employees to understand the reasoning behind the classifications. -As number of jobs in the org grows, these new jobs can easily be assigned to the grades that already exist. -Once jobs are assigned to grades, org can decide what the pay rate or range is for that grade, and ALL jobs in the grade will be paid the same rate or range. - has been criticized because the whole job must be placed entirely in one grade, even if some attributes seem to fit into a higher/ lower grade than majority.

Explain how different methods might best suit different performance appraisal purposes.

know what they are and which make sense forced distribution doesn't provide detailed feedback-made by groups of supervisors -pass out scarce rewards and punishments -or performance improvement -goal setting involved to improve -development rate people on their competencies -many systems end up doing combinations , narrative-individualized, ratings to compare people may/not have overall rating measurable performance goals -overall where your placed-but compare people head to head-overall categorization - underpinned by graphic rating scales, narrative, how people are performer in grained well

Sorting effect- why to use pay for performance

likely to help improve work force composition. Recruitment and Retain: ; people who choose to come to work for the org and stay there will be different if there is a large performance-based incentive versus not. Individual incentives attract better qualified employees who are motivated by money; believe in their ability to reach high performance standards, are willing to work hard, and think that differential reward based on performance is fair will be attracted to orgs with pay based on individual performance. -Individual incentives retain better performers and encourage weak ones to leave; high performers will gain a larger share of compensation and stay with the org. --Below-average performers will become discouraged and leave org. -BUT when no individual or small group incentives are used, better performers are more likely to leave than poor performers - Reward systems that are not linked to performance have the opposite effect and result in= Well-paid poor performers may stay with the org, top performers feel under-awarded/ likely to leave for orgs that value their contributions when pay and performance are not connected.

Describe how to construct good graphic rating scales and say when and why you might use this method of appraisal.

lists traits required for the job (a stem) and asks the source to rate the individual on each attribute on a numerical scale on which to respond which has anchors describing the meaning of each number -Orgs can assist employees by providing either training or defining what is meant by "poor" or "excellent." --employees are given clear stem, competency, value -clear anchor points, have same understanding/frame of reference scores become comparable specific examples of behaviors and performance that fit into each category so that when employees complete performance appraisals their ratings are accurate reflections of an employee -can be used to assess traits, behavior, values or competencies -user friendly and can be a quick process. Some orgs send results to outside company to analyze, or compile results internally. see rating scales ahead of time regardless of rating clear definitions to use scales ratee to understand to understand

What is pay level policy and how do you choose it?

make a strategic decision on the organization's positioning in terms of the competition; match, lead, or lag the market Match: setting its pay levels at the market rate, an orga tries to keep its labor costs comparable with those of most competitors. -neutralizes pay as a factor in attracting, retaining, and motivating employees while labor costs are reasonably competitive. Top candidates may get better offers elsewhere. Lead: paying a higher wage rate than its competitors -hopes to attract/ retain higher-quality employees while maximizing satisfaction and retention of its current employees. -want to be the preferred employer so that they can select the best applicants while making it costly for competitors to persuade current employees to leave. -have labor costs that represent a small proportion of the cost of production or have higher levels of productivity—making policy affordable. -may adopt policy with respect to the critical jobs they can't do without and a match strategy for all other jobs. Lag: setting their pay rates a bit below their competitors (but still no lower than the legal min). -difficulties in attracting, motivating, and retaining qualified employees. - may attract good applicants despite modest pay by being in a popular location, offering outstanding training and development opportunities, having high employment security, providing superior benefits, or having excellent employer brand. -orgs may adopt this because they cannot afford to pay competitive salaries -have poorer quality applicant pool and higher avg. employee turnover

Shock to the system

more abrupt and less linear than the traditional model of turnover. People leave jobs because of a single precipitating incident; incident can be negative and job related, such as being passed over for a promotion, receiving a bad performance review, etc.; can be relatively minor but still serve as "the last straw" that causes a sudden decision to leave. can also be positive and external, such as receiving an unsolicited job offer. Finally, what this initiates quitting could be an off-the-job event such as becoming pregnant, needing to care for an elderly relative who is unwell, etc.

Ways to maintain relationship with employees:

newsletters and magazines: include pictures from events that all employees were at or employee announcements such as weddings or birthdays Webpages to highlight benefits such as employee discount programs Employee surveys: feedback to help change company policy changes Apps to create an easier way to stay in touch with employees Emails to send out benefits and compensation info

Scripted Leave

nothing to do with either dissatisfaction or a shock, but is merely a step in a long-planned script the employee is playing out. An employee may have always planned to quit work and spend a year backpacking in Europe as soon as they had saved enough money

Plan to overcome interference: Learning principles

occurs when habits and/or learning acquired prior to training make it difficult for the trainee to absorb new material. is most severe when the trainee has learned a strong stimulus-response connection in the past and now has to learn a totally different response to the same or similar stimulus can be a special problem when the new correct response must be performed reliably under stress. Under stress, individuals have a tendency to revert to their old habitual responses -anticipate any inappropriate habits and address them in the training program. To overcome interference, the trainer should clearly teach the principles underlying the new correct response and provide a great deal of practice (overlearning) to understand

Skills Based Pay- Pay incentive option

pays employees on the basis of the work-related skills they possess rather than associating rewards with performance levels or seniority. -an employee is hired and receives initial training on one job. - then joins a work group at the entry-level rate of pay and has the opportunity to learn new job-related skills through on-the-job experience and further training. - demonstrates mastery of different jobs performed by other group members, their pay is increased-, a min of 4 to 5 years is required for employees to top out -frequently used in conjunction with autonomous work groups in high engagement orgs. -does not pit employees against each other to earn scarce rewards= good for teamwork. -adopted by companies who need flexibility in rostering/staff coverage (more people can do each job in each team) and who are pursuing high quality as a strategic goal. -The more employees understand about a variety of related jobs, the more they can suggest improvements to process and quality.

Massed vs. Space - Learning Principles

practice should be broken down over time with other activities in between versus scheduled in one long and concentrated session for a day or two straight. Research has shown that when info must be remembered over a long period of time, breaking it down over time is generally better

What is pay transparency and why might you consider using this approach?

provides analytics to businesses, employees have access to pay information along with other company documents and partnership agreements Making Pay public article: People tend to have a higher degree of trust in an org that is transparent it becomes very clear what the company values and how to model your own career recruiting process is shorter because salary isn't unknown; employees learn the range for they job and the salaries of everyone who interviews them difference in pay between men and women dissipate; breaks down gender bias, racial or orientation bias makes people feel they are being paid fairly

What are the advantages and disadvantages of objective vs subjective/judgmental methods of PA?

sales for a salesperson or number of times absent from work; quantifiable; repetitive or entry-level jobs--performance is a function of doing some specific action, or in meeting per-product or per-service productivity totals. PROS: Much more reliable; include quantity, speed, and efficiency -if you have a subjective standard such as assertiveness you need to rely on supervisor's judgment -more fair/egalitarian; cannot be twisted by bias because they are not susceptible to errors in human judgment CONS: superficial, Incomplete, Opportunity bias; If you limit your appraisal standards to those that can be measured exactly, you leave out important aspects of performance. -a person's willingness to learn/dedication to the job are better than than IQ/measurable standards at indicating future performance. -These factors are hard to measure= you need to rely on your own observations in order to evaluate them. not very useful/applicable; hospital has a policy of evaluating its psychiatrists by whether the patients to whom they prescribe medication stop complaining about symptoms, they could be rewarding those who overprescribe strong medications that carry heavy side effects. -In fields where practitioners deal with people one-on-one and address complex, long-term issues, subjective performance assessment is needed.

Group plans-Gain Sharing plan

schemes that operate at plant level - employees share the rewards flowing from improved productivity or meeting safety or quality or time or cost goals each quarter. - work best with smaller firms or units that have fairly stable production processes, good labor-management relations, and a culture emphasizing employee participation. -Clear and measureable goals with regular feedback are needed to get the most impact from these systems. -In smaller firms there is a good "line of sight" from individual performance to firm/ unit improvement. --Individual employees can see their efforts make a difference, and peer pressure reduces free-riding.

Expectancy theory- why to do pay for performance

suggests that three employee beliefs must all be in place for and incentive pay scheme to be motivational. 1. Expectancy: Employees must believe that they are capable of reaching the performance level required to earn the reward, whether through effort, skill or a combination. 2. Instrumentality: Employees must believe that incentives/rewards actually will be paid if they perform well. 3. Valence: Employees must value the reward that is on offer. -do employees believe they can be good performers if they try. Are they properly selected, trained, and equipped to do the job? Do they get feedback so that they know where they stand and can take corrective action? Do they believe that performance will be measured accurately/ fairly? -be sure that employees perceive a link between their performance and their rewards (instrumentality). Do they truly believe that better performers will make more money, or does a higher salary seem to be more a function of luck or politics? -offered reward must be of high value (valence) to employees. ----They must be able to earn something they strongly desire, such as a promotion or a sizable raise- small merit raise not enough to motivate superior performance over period of time.

Individual Level Needs Analysis

the aim is to understand who needs training and learn more about the trainees so that a suitable learning experience can be designed for them.

Equity

the balance between the inputs an individual brings to a job and the outcomes he or she receives from it. --inputs include experience, education, special skills, effort, and time worked. --Outcomes include pay, benefits, achievement, recognition, and any other rewards.

What are the advantages and disadvantages of appraising traits?

this is rating on personality; are not easy to change = not a good basis for useful developmental feedback. Pros: if you lead by creating a positive work environment that offers an emotional boost for employees end up with employees who fit into your vision of a positive workplace, and will likely get along with each other; result in a cohesive, loyal work force CONS: Subjective & your appraisal can be tainted by how much you like an employee may accept substandard performance because an employee fits in well and exhibits the traits you value. SOLUTION have several managers and peers conduct appraisals so you can get a consensus without relying too much on one point of view.

Needs analysis- ADDIE model

training need and learners are understood and properly targeted establishes whether and what training is needed, and for whom. It provides the roadmap, rationale, and goals for the subsequent design of the training program.

External factors for turnover

unemployment rate and employee's perceptions of the external job opportunities available to them. Turnover is higher when unemployment in the labor market is low= alt. employment appears readily available to job leavers.