Mgt 367 (3)

Occupational (task) assessment

A type of needs assessment that looks at the specific tasks, skills knowledge, and abilities required to do jobs within the organization.

Technical training

A type of training meant to teach new employees the technological aspects of their job Technical training is often performed in-house, but it can also be administered externally.

Professional Training

A type of training that keeps an employee up to date in one's professional field For example, tax laws change often, Lawyers need professional training as laws change A personal fitness trainer will undergo yearly certifications to stay up to date in new fitness and nutrition information

Asynchronous

A web-based training delivery method in which the delivery is self-directed

synchronous

A web-based training delivery method in which the delivery uses instructor-led facilitation.

Employee rights

is defined as the ability to receive fair treatment from employers. This section will discuss employee rights surrounding job protection, privacy, and unionization if HR doesn't understand or properly manage employee rights, lawsuits are sure to follow

Mandate issue

is serious and must be addressed immediately. Usually, the mandated issue is one that goes beyond the company and could be a law Examples might include an employee sharing information that violates privacy laws, not following safety procedures, or engaging in sexual harassment

70-20-10

A model for training that focuses on 70% of learning through on-the-job experience, 20% through interaction with others such a mentors, and 10% formal classroom and/or online training

Organizational assessment

A type of needs assessment that allows us to determine the skills, knowledge, and abilities a company needs to meet its strategic objectives

Individual assessment

A type of needs assessment that looks at the performance of an individual employee and determines what training should be accomplished for that individual.

Competitive or combative listening

A type of listening that happens when we are focused on sharing our own point of view instead of listening to someone else

situational leadership model

A method of viewing the application of management styles, as developed by Ken Blanchard does a good job explaining how we might use one type of management style versus another The model looks at 3 areas: the relationship behavior of the manager, the task behavior of the manager, and the readiness of employees Based on the readiness and commitment of the employee, the leader can see what management style and level of support the employee should experience

relater style

A communication style by someone who prefers to be warmly regarded and have positive attention They want others to care about them and treat them well

driver style

A communication style in which a person likes to have his or her own way and be decisive strong viewpoints Drivers usually get right to the point and not waste time with small talk.

passive communicator

A communication style in which a person puts the rights of others over his or her own Passive communicators tend to be apologetic or sound tentative when they speak. They do not speak up if they feel like they are being wronged

assertive communicator

A communication style in which a person respects their rights and the rights of others when communicating This person tends to be direct but not insulting or offensive. The assertive communicator stands up for his or her own rights but makes sure the rights of others aren't affected

analytical communication style

A communication style in which a person tends to ask a lot of questions and behave methodically They don't like to be pressured to make a decision and prefer to be structured. They are easily recognized by the high number of questions they ask

aggressive communicator

A communication style in which a person who stands up for his or her rights but possibly violates the rights of others This person tends to communicate in a way that tells others they don't matter, or their feelings don't matter

expresser communication style

A communication style that is easily excitable and relies heavily on hunches and feelings Depending on the type of business, this can be a downfall as sometimes hard data should be used for decision-making purposes.

high performance work team (HPWT)

A high performance work team refers to a team of goal-focused individuals with a variety of expertise and experience. They consistently produce superior results because of their ability to innovate and collaborate They also focus on team accountability, a diverse range of expertise, and trust among team members tend to have a deep sense of commitment, and also intense commitment to the team goals exemplify excellent communication, but they also dependent upon the leadership of the organization focus on cooperation and resolve team conflicts quickly immense amount of trust for the team leader, resulting in trust for members of the team employees are happier, resulting in less turnover

teamwork management style

A highly people-centered approach to management in which relationships are most important Relationships are most important, and assuming the individuals work well together, the task will be successfully accomplished Use of a team style can also provide big benefits for the company

directing management style

A management style in which the manager tends to direct rather than allow for feedback Consider a very tight deadline or an emergency situation in which someone needs to be calling the shots to make sure it gets done on time This style doesn't focus on the person more hands-on management

people-oriented

A management style mostly concerned with the interpersonal relationships within the organization The manager is most concerned about the welfare of the employee and tends to be friendly and trusting

Participatory management style

A management style that focuses on task-centered and people-oriented styles. This style is supportive This style emphasizes how the employee's assigned task fits into the bigger picture. This style will provide support and input where needed As a result, the focus is on the task but also on the person and the relationships required to get the task done when the employees are experienced and the deadlines reasonable enough to provide the time needed to focus both on the task and the person

free-rein style

A management style that gives employees freedom to make decisions The manager may establish a few objectives, but the employees can decide how those objectives are met the leader tends to be removed from the day-to-day activities but is available to help employees deal with any situation that may come up

participative style

A management style that seeks input from employees constantly seeks input from the employees. Setting goals, making plans, and determining objectives are viewed as a group effort, rather than the manager making all the decisions

autocratic style

A management style that takes a task-only focus and tends to make most of the decisions for the department The focus is on getting things done, and relationships are secondary his type of manager tends to tell people what to do and takes a "my way or the highway" approach taskmaster. This person uses his or her authority and makes all the decisions as to who does what, how it is done, and when it should get done

task-oriented style

A management style that tends to focus on the details of what must get done The concern for this manager is that employees know what is expected of them and have the tools needed to do their job

Job Swapping

A method for training in which two employees agree to change jobs for a period of time Job swap options can be motivational to employees by providing a change of scenery. the time spent learning can result in unproductive time and lost revenue.

Mentoring

A process by which an employee can be trained and developed, through use of an experienced person is also a type of training delivery. A mentor is a trusted, experienced advisor who has direct investment in the development of an employee One disadvantage of this type of training is possible communication style and personality conflict. It can also create overdependence in the mentee or micromanagement by the mentor

Career Development Program

A process developed to help people manage their career, learn new things, and take steps to improve personally and professionally

Discipline

A process that corrects undesirable behavior The goal of a discipline process shouldn't necessarily be to punish, but to help the employee meet performance expectations To have an effective discipline process, rules and policies need to be in place and communicated so all employees know the expectations the point of written rules is to maintain consistency guidelines creation of rules: All rules or procedures should be in a written document. Rules should be related to safety and productivity of the organization. Rules should be written clearly, so no ambiguity occurs between different managers. Supervisors, managers, and human resources should communicate rules clearly in orientation, training, and via other methods. Rules should be revised periodically, as the organization's needs change.

Team Training

A process that empowers teams to improve decision making, problem solving, and team-development skills to achieve business results Some reasons for team training include the following: Improving communication Making the workplace more enjoyable Motivating a team Getting to know each other Getting everyone "onto the same page," including goal setting Teaching the team self-regulation strategies Helping participants to learn more about themselves (strengths and weaknesses) Identifying and utilizing the strengths of team members Improving team productivity Practicing effective collaboration with team members Team training can be administered either in-house or externally

group lets

A specific teamwork management style approach used by many organizations As a result, grouplets are formed, and the grouplet works on their idea with no specific budget. Some of the best ideas from Google have come through this teamwork process. Gmail, in fact, was developed using a grouplet

peer resolution system

A system in which a committee of management and employees is formed to review employee complaints or discipline issues the peer review system normally involves the peer group reviewing the documentation and rendering a decision

step-review system

A system in which a performance issue is reviewed by consecutively higher levels of management, should there be disagreement by the employee in a discipline procedure

ombudsman system

A system in which a person is selected (or elected) to be the designated individual for employees to go to should they have a complaint or an issue with a discipline procedure the ombudsman utilizes problem-solving approaches to resolve the issue ex National Geographic Traveler Magazine an ombudsman handles employee complaints and issues and also customer complaints about travel companies

alternative dispute resolution (ADR)

A third-party resolution method used in conflict with the goal to obtain a resolution that works for the two parties involved Another option in handling disputes, performance issues, and terminations an unbiased third party looks at the facts in the case and tries to help the parties come to an agreement The benefits of ADR are lower cost and flexibility, as opposed to taking the issue to court.

Job Shadowing

A training delivery method that places an employee who already has the skills with another employee who wants to develop those skills Apprenticeships use job shadowing as one type of training method

mentor

A trusted and experienced advisor who has direct investment in the development of an employee the next step in training Mentors are selected based on experience, willingness, and personality

arbitration

A type of ADR in which a third party reviews the case and imposes a resolution

mediation

A type of ADR in which the third party facilitates the resolution process, but the results of the process are not binding for either party

Nonverbal language

A type of communication that can include facial expressions and eye contact Nonverbal language can include facial expressions, eye contact, standing or sitting posture, and the position of our hands Our tone of voice, loudness or softness, and gestures can also be part of body language The better we can get at knowing what our own body language is telling others and reading others' body language, the better we can get at communicating well with others Most successful HR professionals are excellent at reading and understanding nonverbal language, especially during the interview process The interviewer's nonverbal language can also help or hinder a candidate, so we want to be careful of our nonverbal language when interviewing someone

Active listening

A type of listening in which we are interested in what the other person has to say and check our understanding with the speaker For example, we may restate what the person has said and then verify our understanding is correct.

Passive listening

A type of listening in which we are interesting in hearing the other person and assume we hear and understand what the person says correctly, without verifying

Learning Styles

An effective trainer tries to develop training to meet the three different learning styles Visual learner Auditory learner Kinesthetic learner Most individuals use more than one type of learning style

public policy exception

An exception to employment at will, in which an employer may not fire an employee if it would violate the individual state's doctrine or statute

External training

Any type of training that is not performed in-house, such as seminars or conferences This is usually the last step in training, and it can be ongoing can include sending an employee to a seminar to help further develop leadership skills or helping pay tuition for an employee who wants to take a marketing class

Types of Performance Issues (10)

Constantly late or leaves early Too much time spent doing personal things at work Inability to handle proprietary information Drug and alcohol abuse Nonperforming Conflicts with management or other employees Theft Ethical breaches Harassment Employee conduct outside the workplace

crisis communication plan

Designed to provide steps and guidance to support employees, suppliers, and customers should an emergency occur Uncertainty can create undue stress for employees and substantially impact the organization's performance crisis communication plans are an important component of an overall employee communication strategy

Developing a crisis communication plan

Determine the audiences that needs communication about the crisis Pre-write messages Form a crisis team Designate a spokesperson Communicate policies Confirm trusted information sources

persistent pattern

If the employee has been corrected for a behavior pattern but continues to exhibit the same behavior, we call this a persistent pattern Often you see employees correct the problem after an initial discussion but then fall back into old habits it could be they do not have the training or the skills to perform the job. In this phase of handling performance issues it is important to let the employee know that the problem is serious and further action will be taken if it continues

severance package

Includes pay, benefits, or other compensation to which employees are entitled upon leaving the organization The purpose of a severance plan is to assist the employee while he or she seeks other employment. The HR professional normally develops this type of package in conjunction with the manager

Skills Training

Includes training on proficiencies needed to actually perform the job the third type of training Think of skills training as the things you actually need to know to perform your job Most of the time, skills training is given in-house and can include the use of a mentor

diagonal communication

Interdepartmental communication occurring at various levels of the organization

What Influences Performance?

Internal Career goals are not being met with the job. There is conflict with other employees or the manager. The goals or expectations are not in line with the employee's abilities. The employee views unfairness in the workplace. The employee manages time poorly. The employee is dissatisfied with the job. External The employee doesn't have the correct equipment or tools to perform the job. The job design is incorrect. External motivation factors are absent (such as pay, benefits, and other rewards) There is a lack of management support. The employee's skills and job are mismatched.

job rotation

Involves a systematic movement of employees from job to job within an organization

Web-Based Training

Involves the use of technology to facilitate training two types of web-based learning synchronous Asynchronous There are several advantages to web-based training. First, it is available on demand, does not require travel, and can be cost efficient disadvantages might include an impersonal aspect to the training, lack of immediate feedback, the fact there is a requirement for self-discipline

In-house training programs

Learning opportunities developed by the organization in which they are used This is usually the second step in the training process Some examples of in-house training include the following: Ethics training Sexual harassment training Multicultural training Communication training Management training Customer service training Operation of special equipment Training to do the job itself Basic skills training HR might sometimes create and deliver this training, but often a supervisor or manager delivers the training

Delivery Mode

When choosing a delivery mode, it is important to consider the audience and budget constrictions On-the-job coaching Mentor Brown bag lunch Web-based Job shadowing Job swapping Vestibule training

Handling perfomance issues

Mandated issue single incident behavior pattern persistent pattern Disciplinary Intervention

developing a training program

Needs assessment and learning objectives Consideration of learning styles Delivery mode Budget Delivery style Audience Content Timelines Communication Measuring effectiveness of training

behavior pattern

Often when single incidents are not immediately corrected, they can evolve into a behavior pattern, which is our third type of performance issue this can occur when the employee doesn't think the incident is a big deal because he hasn't been correct before or may not even realize his is doing something wrong

investigative interview

Once the issue has been documented, the manager and employee should meet about the infraction When a discipline procedure takes place, the interview with the employee is used to make sure the employee is fully aware of the discipline issue and allows the employee the opportunity to explain his or her side of the story

Single incident

Perhaps the employee misspeaks and insults some colleagues or perhaps he or she was over budget or late on a project. These types of incidents are usually best solved with a casual conversation to let the employee know what he or she did wasn't appropriate Coaching and working with the employee on this issue can be the best way to nip this problem before it gets worse

Soft skills

Personality traits, social graces, communication, and personal habits that are used to characterize relationships with other people Our fourth type of training Soft skills might include how to answer the phone or how to be friendly and welcoming to customers It could include sexual harassment training and ethics training In a retail or restaurant environment, soft skills are used in every interaction with customers and are a key component of the customer experience Soft skills training can be administered either in-house or externally

Weigngarten Rights

Refers to a 1975 court case whereas union employees are entitled to union representation at investigative interviews

progressive discipline process

Refers to a series of steps taking corrective action on nonperformance issues The progressive discipline process is useful if the offense is not serious and does not demand immediate dismissal, such as employee theft process should be documented and applied to all employees committing the same offenses

Quality Training

Refers to familiarizing all employees with the means for preventing, detecting, and eliminating nonquality items

On-the-Job Coaching

Refers to the training of an employee by an approved person to learn the skills necessary to complete the tasks usually the coach is selected based on personality, skills, and knowledge

Learning Objective

Something you want your learners to know after the training

Diversity and Communication

Successful communication in the workplace depends on the understanding of diverse groups of people, and how each group perceives communication in the workplace provide a variety of communication channels Understanding how each individual, regardless of age or diversity prefers to communicate will allow you to communicate and meet the needs of each generation

emotional intelligence

The ability to know and manage our emotions, motivate ourselves, understand others' emotions, and manage relationships there are five main aspects or domains to EI: Knowing your emotions Managing your emotions Motivating yourself Recognizing and understanding other people's emotions Managing relationships

Employee training and developmen

The framework used to help employees develop their personal and organizational skills, knowledge, and abilities

intranet

is an internal website, meaning that others generally cannot log in and see information there Companies also use intranets to communicate information to their employees

Occupational Safety and Health Administration

The main federal agency charged with enforcement of safety and health regulation in the United States.

communication styles

The more we can understand our own dominant communication style and pinpoint the styles of others, the better we can communicate The styles are expresser, driver, relater, and analytical

Downward communication

The opposite of upward communication, in that the communication occurs from the upper levels of an organization down to the lower levels of the organization A manager explaining how to do a task to an employee would be considered downward communication A change in a pay or bonus structure would be communicated using the downward approach as well

Path Goal Model for Leadership

The path goal theory says that the role of a leader is to define goals and lay down the path for the employees to meet those goals. clarification of the task and scope of the process Clarification of the employee's role and clarification around how the success of the task will be measured are key aspects in this model The leader also is involved in guidance and coaching surrounding the goal and removes obstacles for employees that might affect the completion of the task path goal theory says that if employees are satisfied by the leadership style, they will be motivated toward the goals of leadership stresses that the skills, experience, and environmental contingencies of the job play a role in the success of the leader

employee orientation

The process used for welcoming a new employee into the organization The first step in training the goal is for employees to gain an understanding of the company policies and learn how their specific job fits into the big picture: To reduce start-up costs. To reduce anxiety To reduce employee turnover To save time for the supervisor and coworkers

employment-at-will principle (EAW)

The right of an employer to fire an employee or an employee to leave an organization at any time, without any specific cause There are three main exceptions to this principle, and whether they are accepted is up to the various states: 1. Public policy exception 2. Implied contract exception 3. Good faith and fair dealing exception

ISO14000

The set of standards for environmental management

ISO9000

The set of standards for quality management.

Managerial Training

The type of training that occurs when someone has been identified as a good manager candidate. Could include soft skills training, technical training, and skills training Some managerial training might be performed in-house while other training, such as leadership skills, might be performed externally

miscommunication

These types of small miscommunications in business are what can create low morale, absenteeism, and other workplace issues Understanding which style we tend to use can be the key in determining how we communicate with others.

Communication

Those that don't communicate well, though, see more stress in the workplace, breakdown of relationships, disappointment due to unmet expectations, low morale, and dissatisfied customers which results in loss of business

Safety Training

Training employees so they are protected from injuries caused by work-related accidents. Safety training can also include evacuation plans, fire drills, and workplace violence procedures. Safety training can also include the following: Eye safety First aid Food service safety Hearing protection Asbestos Construction safety Hazmat safety

Vestibule Training

Training is performed near-site in conference rooms, lecture rooms, and classrooms This might be an appropriate method to deliver orientations and some skills-based training Many organizations use vestibule training for technical training, safety training, professional training, and quality training It can also be appropriate for managerial training, soft skills training, and team training.

Brown Bag Lunch Training

Training occurs during lunchtime, employees bring their lunch, and someone presents training information to them The trainer could be HR or management or even another employee showing a new technical skill. Brown bag lunches can also be an effective way to perform team training, as it brings people together in a more relaxed atmosphere

Resignation

When an employee chooses to leave the organization if HR thinks the issue or reasons for leaving can be fixed, he or she may discuss with the manager if the resignation will be accepted. Assuming the resignation is accepted, the employee will work with the manager to determine a plan for his or her workload two weeks' notice is normally the standard time

absconding

When an employee decides to leave the organization without resigning and following the normal process.

Wrongful termination

When an employer has fired or laid off an employee without proper justification, possibly violating anti-discrimination laws and/or employee agreements in the process

Horizontal communication

When people at the same level in the organization communicate for example, a marketing manager and a human resource manager, communicate usually to coordinate work between departments

Upward communication

When the lower levels of an organization communicate with the upper levels of an organization. These kinds of tools can be used to determine the changes that should occur in a company. Oftentimes human resource departments may develop a survey such as this to find out how satisfied the employees are with things such as benefits

digital forms of communication

email and text messaging these forms of communication do not allow us to read another's body language, which can often result in misconceptions about what another is saying If you have something important to communicate, it is better to communicate most of the time in person or via phone, so you can hear tone and see facial expressions

Needs Assessment

first step in developing a training program is to determine what the organization needs in terms of training: There are three levels of training needs assessment Organizational assessment Occupational (task) assessment Individual assessment

passive agressive

his person might express his or her negative feelings in an indirect way, instead of being direct When dealing with someone who exhibits passive-aggressive behavior, it is best to just be direct with them. Tell that person you would rather she be direct than not show up. Oftentimes passive-aggressive people try to play the martyr or the victim

International Assignment Training

it might be necessary to provide training to employees who are moving overseas or working overseas. Ensuring success overseas is reliant upon the local employee's learning how to navigate in the new country. The following topics might be included in this type of training: Cultural differences and similarities Insight and daily living in the country Social norms and etiquette Communication training, such as language skills This training is best delivered by a professional in the region or area in which the employee will be working

Four main types of communications

occur within a company: upward communication, downward communication, diagonal communication, and horizontal communication

Rightsizing

refers to the process of reducing the total size of employees, to ultimately save on costs Downsizing ultimately means the same thing as rightsizing Perhaps cutting expenses in other areas would be advisable before choosing to lay people off. consideration should be given to offering temporary sabbaticals, voluntary retirement, or changing from a full- to part-time position