CMS1 Assignment 6: Training and Talent Development

_________________, also known as "corporate reviews", are conducted by the Department of Labor to identify practices that appear to hinder the upward mobility of both qualified women and minorities.

Glass ceiling audits

One approach, called _______________, teaches individuals how to anticipate and cope with the inevitable setbacks they will encounter back on the job - that is, a relapse into former behaviors. By identifying high-risk situations that jeopardize transfer and development coping strategies, relapse prevention can help employees gain better control over maintaining learned behaviors.

relapse prevention (RP)

Internal barriers that can inhibit employees' career advancement:

- Lack of time, budgets, and resources for employees to plan their careers and to undertake training and development - Rigid job specification, lack of leadership support for career management, and a short-term focus - Lack of career opportunities and pathways within the organization for employees.

Investments in Training

- Research shows that an organization's revenues and overall profitability are positively correlated to the amount of training it gives its employees. - The greatest proportion of training is spent on rank-and-file employees and supervisors. - Technology, transportation, communications, and utilities industries tend to spend the most on training.

The Scope of Training

- The term training is often used casually to describe almost any effort initiated by an organization to foster learning among its members. - Many experts distinguish between training, which tends to be more narrowly focused and oriented toward short-term performance concerns, and development, which tends to be oriented more toward broadening an individual's skills for future responsibilities. - The two terms tend to be combined into a single phrase - training and development - to recognize the combination of activities organizations use to increase the knowledge and skills of employees.

Trainee Readiness and Motivation

- Two preconditions for learning affect the success of those who are to receive training: readiness and motivation. -Trainee readiness refers to whether or not the experience of trainees has made them receptive to the training they will receive. - The other precondition for learning is trainee motivation. The organization needs to help employees understand the link between the effort they put into training and the payoff.

Potential questions used to assess participants' reactions:

- What were your learning goals for this program? - Did you achieve them? - Did you like this program? - Would you recommend it to others who have similar learning goals? - What suggestions do you have for improving the program? - Should the organization continue to offer it?

Orientation Training

- orientation often stresses the why. It is designed to influence employee attitudes about the work they will be doing and their role in the organization. It defines the philosophy behind the organization's rules and provides a framework for job-related tasks.

Programmed Instruction

- referred to as self-directed learning, utilizes books, manuals, or computers to break down content into sequences for employees to learn at their own pace.

Methods for providing on-the-job experience:

1. Coaching - involves a continuing flow of instructions, comments, and suggestions from the manager to the subordinate 2. Understudy assignments - groom an individual to take over a managerial job by giving trainees experience in handling important functions of the job 3. Job rotation and lateral transfers - provide trainees with a variety of work experiences and broaden the understanding they need to manage people more effectively 4. Special projects and junior boards - give trainees an opportunity to study an organization's challenges, make decisions, and plan and work on new initiatives. 5. Action learning - is a training method whereby trainees work full-time on projects with others in the organization and then discuss with them the aspects that went right and wrong. In some cases, action learning is combined with classroom instruction, conferences, and other types of blended learning opportunities. 6. Managerial staff meetings - enable participants to become more familiar with the problems and events occurring outside their immediate areas by exposing them to the ideas and thinking of other managers. 7. Planned career progressions - utilize all these different methods to provide employees with the training and development necessary to progress through a series of jobs requiring higher and higher levels of knowledge and/or skills

Three common problems to on-the-job training are (1) the lack of a well-structured training environment, (2) poor training skills on the part of managers, and (3) the absence of well-defined job performance criteria. To overcome these problems, training experts suggest the following:

1. Develop realistic goals and/or measures for each OJT area. 2. Plan a specific training schedule for each trainee, including set periods for evaluation and feedback. 3. Help managers establish a nonthreatening atmosphere conductive to learning. 4. Conduct periodic evaluations after training is completed to ensure employees have not forgotten what they have learned.

To implement a successful program in basic and remedial skills, managers should do the following:

1. Explain to employees why and how the training will help them in their jobs 2. Relate the training to the employees' goals 3. Respect and consider participants' experiences, and use these as a resource 4. Use a task-centered or problem-centered approach so that participants "learn by doing" 5. Give employees feedback on their progress toward meeting their learning objectives -The key to developing a successful basic skills program is flexibility, reinforcing the principle of individual differences while acknowledging the reality of work and family constraints.

To maximize the transfer of training, managers and trainers can take several approaches:

1. Feature identical elements 2. Focus on general principles, if necessary 3. Establish a climate for transfer 4. Give employees transfer strategies

Successful role-playing takes planning. Instructors should do the following:

1. First ensure that members of the group have gotten to know one another. In other words, do not make a role-play the first activity in a training session. 2. Prepare the role-players by introducing a specific situation. 3. Realize that volunteers make better role-players. 4. Prepare the observers by giving them specific tasks, such as evaluating the role-play and offering feedback once it is over. 5. Guide the role-play enactment through its bumps (because it is not scripted). 6. Keep it short 7. Discuss the enactment and prepare bulleted points of what was learned.

To achieve a good outcome in terms of diversity training, managers will want to do the following:

1. Forge a strategic link 2. Do not settle for "off the shelf" programs 3. Choose your training methods carefully 4. Document the individual and organizational benefits of the training

Desirable characteristics of instructors:

1. Knowledge of subject 2. Adaptability 3. Sincerity 4. Sense of humor 5. Interest 6. Clear instructions 7. Individual assistance 8. Enthusiam

Behavior modeling consists of four basic components:

1. Learning points 2. Modeling 3. Practice and role-play 4. Feedback and reinforcement

In a study undertaken by the human resources consulting firm Drake Beam Morin, the six most successful career management practices used within organizations are as follows:

1. Placing clear expectations on employees so they know what is expected of them throughout their careers with the organization. 2. Giving employees the opportunity to transfer to other office locations, both domestically and internationally. 3. Providing a clear and thorough succession plan to employees. 4. Encouraging performance through rewards and recognition. 5. Giving employees the time and resources they need to consider short- and long-term career goals. 6. Encouraging employees to continually assess their skills and career direction.

Benchmarking models are based on W. Edwards Deming's classic four-step process:

1. Plan. Conduct a self-audit to define internal processes and measurements; decide on areas to be benchmarked, and choose the comparison organization 2. Do. Collect data through surveys, interviews, site visits, and/or historical records 3. Check. Analyze data to discover performance gaps and communicate findings and suggested improvements to management 4. Act. Establish goals, implement specific changes, monitor progress, and redefine benchmarks as a continuous improvement process

To form an effective mentoring relationship, an employee seeking a mentor should follow a few general guidelines:

1. Research the person's background 2. Make contact with the person 3. Request help on a particular matter 4. Consider what you can offer in exchange 5. Arrange a meeting 6. Follow up 7. Ask to meet on an ongoing basis

Describe the nature of apprenticeship training, cooperative training and internship programs.

Apprenticeship training programs provide thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of work in a skilled trade. They are based on the cooperative efforts of labor, management and government. Cooperative training programs combine practical on-the-job experience with formal classes. The term is used primarily in conjunction with high school programs and college programs that incorporate part- or full-time work experiences. Internship programs are jointly sponsored by colleges and outside organizations to offer students the chance to get real-world experience while finding out how they will perform in work organizations.

promotion

A change of assignment to a job at a higher level in the organization -The three principal criteria for determining promotions are merit, seniority, and potential

chief learning officer

A high-ranking manager directly responsible for fostering employee learning and development within the firm

chief ethics officer

A high-ranking manager directly responsible for fostering the ethical climate within the firm

on-the-job training (OJT)

A method by which employees are given hands-on experience with instructions from their supervisor or other trainer. - most common method used for training nonmanagerial employees

Explain the objectives of career self-management.

Because the employer-employee relationship has become more transactional and employees are being increasingly encouraged to take responsibility for their own career management, many organizations are establishing programs for employees on how they can engage in career self-management. The training focuses on two major objectives: (1) helping employees learn to continuously gather feedback and information about their careers and (2) encouraging them to prepare for mobility.

person analysis

Determination of the specific individuals who need training.

Explain how instructional objectives are important in designing and implementing a training program.

Instructional objectives reflect the skills and knowledge to be acquired and attitudes to be changed through a training program, which is the desired outcome of a training program.

e-learning

Learning that takes place via electronic media

The P.R.O.P.E.R. Way to Do On-the-Job Training

Prepare - Decide what employees need to be taught. Identify the best sequence or steps of the training. Decide how best to demonstrate these steps. Have materials, resources, and equipment ready. Reassure - Put each employee at ease. Learn about his or her prior experience, and adjust accordingly. Try to get the employee interested, relaxed, and motivated to learn. Orient - Show the employee the correct way to do the job. Explain why it is done this way. Discuss how it relates to other jobs. Let him or her ask lots of questions. Perform - When employees are ready, let them try the job themselves. Give them an opportunity to practice the job and guide them through rough spots. Provide help and assistance at first, then less as they continue. Evaluate - Check the employees' performance, and question them on how, why, when, and where they should do something. Correct errors; repeat instructions. Reinforce and Review - Provide praise and encouragement, and give feedback about how the employee is doing. Continue the conversation and express confidence in her or her doing the job.

internship programs

Programs jointly sponsored by colleges, universities, and other organizations that offer students the opportunity to gain real-life experience while allowing them to find out how they will perform in work organizations

spot rewards

Programs that award employees "on the spot" when they do something particularly well during training or on the job - Encouragement is most effective when it is given immediately after a trainee successfully accomplishes a certain task.

Describe three steps involved in conducting a training needs assessment.

The first step in a needs assessment is to identify the broad forces that can influence training needs. Basically, this involves an organizational analysis. That is, an analysis of the environment, strategies and resources of the organization to determine where training emphasis should be placed. A task analysis, the second step, involves determining what the content of a training program should be on the basis of a study of the tasks and duties involved in jobs. This should include a competency assessment to determine the skills and knowledge that employees need to be successful. Third, a person analysis is necessary to determine the specific individuals who need training and those who do not.

Most organizations today measure their training in terms of its return on investment (ROI), which is also sometimes referred to as the _______ the firm gets for its training dollars. A company's ROI refers to the benefits it derives from training its employees relative to the costs it incurs.

utility

Today many older workers are expressing an interest in postponing their retirements or working part-time in their retirement years. The move has come both as a result of changing _____________, _____________, and the shrinking retirement savings accounts of workers from the last recession.

workforce demographics rising health care costs shrinking retirement savings

There are three types of career plateaus:

1. A structural plateau marks the end of promotions 2. A content plateau occurs when a person has learned a job too well and is bored with day-to-day activities. 3. A life plateau is more profound and may feel like a midlife crisis.

behavior modeling

An approach that demonstrates desired behavior and gives trainees the chance to practice and role-play those behaviors and receive feedback

Conducting a person analysis is important for several reasons:

(1) A thorough analysis helps organizations avoid the mistake of sending all employees into training when some do not need it. (2) A person analysis helps managers determine what prospective trainees are able to do when they enter training so that the programs can be designed to emphasize the areas in which they are deficient.

Organizations devise checklists for use by those responsible for conducting the orientation so that no item of importance to employees is overlooked. The checklist would include such things as

(1) an introduction to other employees (2) an outline of training (3) expectations for attendance, conduct, and appearance (4) the conditions of employment, such as hours and pay periods (5) an explanation of job duties, standards, and appraisal criteria (6) safety regulations (7) a list of the chain of command (8) an explanation of the organization's purpose and strategic goals

There are basically three types of diversity training:

(1) awareness building, which helps employees appreciate the benefits of diversity (2) training to prevent discrimination and harassment (3) skill building, which provides employees with the KSAs necessary for working with people who are different from them.

To ensure that a firm's training and development investment has the maximum impact possible, a strategic and systematic approach should be used that involves four phases:

(1) needs assessment based on the firm's competitive objectives (2) program design (3) implementation (4) evaluation

To make certain that investments in training and development have maximum impact on individual and organizational performance, a systems approach to training should be used. the systems approach involves four phases:

(1) needs assessment based on the firm's competitive objectives, (2) program design, (3) implementation and (4) evaluation.

Regardless of who does the needs assessment within an organization, it should be conducted systematically by utilizing three different types of analysis:

(1) organization analysis - of environment, strategies, and resources to determine where to emphasize training (2) task analysis - of the activities to be performed in order to determine the KSAs needed (3) person analysis - of performance, knowledge, and skills in order to determine who needs training

The career stages are:

(1) preparation for work - encompasses the period prior to entering an organization, often extending until age 25. It is a period in which individuals must acquire the knowledge, abilities, and skills they will need to compete in the marketplace. It is a time when careful planning, based on sound information, should be the focus. (2) organizational entry - typically from ages 18 to 25, is devoted to soliciting job offers and selecting an appropriate job. During this period, a person might also be involved in preparing to work. -The next three stages entail fitting into a chosen occupation and organization(s), modifying one's goals, remaining productive, and finally, preparing for retirement (3) early career (4) midcareer (5) late career

There are four basic criteria available to evaluate training:

(1) the reactions of the participants; (2) the measure of learning that has taken place; (3) the behavior of the trainees in applying the learning to their jobs, in short, the degree to which the transfer of training has occurred; and (4) measuring the results of the training through the use of some results-based criteria and benchmarking methods.

Experts believe that the design of training programs should focus on at least four related issues:

(1) the training's instructional objectives (2) "readiness" of trainees and their motivation (3) principles of learning (4) characteristics of instructors

Distinguish between (a) a promotion and a transfer, and (b) relocation services and outplacement services.

(a) A promotion is a change of assignment to a job at a higher level in an organization. The new job normally provides an increase in pay and status and demands more skills or carries more responsibility. A transfer is the placement of an employee in another job for which the duties, responsibilities, status and remuneration are approximately equal to those of the previous job. (b) Relocation services consist of the services provided to an employee who is transferred to a new area. They might include help in moving or selling a house, in orienting an employee to a new culture and/or learning a new language. Outplacement services are provided by an organization to help terminated employees to find a job with another firm or organization.

Explain the roles of (a) career paths and (b) dual career paths in development programs.

(a) Career paths are the lines of advancement in an occupational field for individuals within an organization. Individuals typically move along established lines of job progression from lower and middle levels to upper-level jobs along career paths. A word of caution is appropriate here since successful career paths often do not proceed in a lockstep manner. Many successful individuals readily admit that their career paths are idiosyncratic to their circumstances. (b) Dual career paths are used to recognize and compensate people without elevating them to top management positions. Progression in special areas such as information technology, finance, marketing, engineering, etc., with compensation that is comparable to that received by managers at different levels.

Explain (a) the nature and purposes of employee orientation programs and (b) who is responsible for administering these programs.

(a) Orientation is the first step in the formal process of familiarizing new employees with the organization, their job and work unit. It is the beginning of the training process and focuses on getting new human resources on the path to a good start. It also should be geared toward helping new employees to become socialized to an organization. (b) A well-integrated orientation program requires cooperation between line and HR staff. The human resources department typically is responsible for coordinating orientation activities and for providing new employees with information about conditions of employment, pay, benefits and other areas not directly under a supervisor's direction. The most important role, however, is that of the supervisor who has the responsibility to communicate to new employees the specific job information they need and to introduce them to the job and their fellow workers.

When using case studies:

- Decide which goals can best be achieved by using case studies - Identify available cases that might work or consider writing your own - Set up the activity - including the case material, the room, and the schedule - Give all participants a chance to take part in the discussions and activities and try to keep the groups small - Bridge the gap between the theories presented in case studies and how they can actually be put into practice in your organization

Principles of Learning

- Goal setting - Individual differences - Active practice and repetition - Whole-versus-part learning - Massed-versus-distributed learning - Feedback and reinforcement - Meaningfulness of presentation - Modeling

The following are types of questions HR managers should try to answer as they calculate a training program's benefits:

- How much did quality improve because of the training program? - How much has it contributed to profits? - What reduction in turnover and wasted materials did the company get after training? - How much has productivity increased, and by how much have costs been reduced?

boundaryless careers

-develop a portfolio of employment opportunities by proactively moving from employer to employer, simultaneously developing and utilizing their marketable skills - human capital is developed along dimensions of industry and occupational knowledge in contrast to firm specific information - success depends on continually learning new skills, developing new relationships, and capitalizing on existing skills and relationships - employment security depends on their marketable skills rather than their dedication to one organization over time

sabbatical

An extended period of time in which an employee leaves an organization to pursue other activities and later returns to his or her job

Case studies are most appropriate when:

1. Analytic, problem-solving, and critical thinking skills are most important 2. The KSAs are complex, and participants need time to master them 3. Active participation is desired 4. The process of learning (questioning, interpreting, and so on) is as important as the content 5. Team problem-solving and interaction are possible

competency assessment

Analysis of the sets of skills and knowledge needed for decision-oriented and knowledge-intensive jobs

Four basic criteria are available to evaluate training:

1. reactions 2. learning 3. behavior 4. results

Identify several employment obstacles for women and trends that are improving women's access to management and high-level executive positions.

A major employment obstacle for women, both skilled and unskilled, is the stereotyped thinking that persists within our society. Women traditionally have been at a disadvantage because they have not been part of the so-called good old boys network. Still another barrier has been that women in the past had fewer years of experience in the workforce and were not as likely as men to have professional training and preparation for entrance or advancement into management positions. Today, three out of five college graduates are women, and there have been significant increases of women in programs leading to degrees in management and other professional fields. In addition, female employees are developing their own networks to combat their difficulty in advancing to management positions. These networks serve as a system for encouraging and fostering career development and for sharing information, experiences and insights.

career plateau

A situation in which for either organizational or personal reasons the probability of moving up the career ladder is low

apprenticeship training

A system of training in which a worker entering the skilled trades is given thorough instruction and experience, both on and off the job, in the practical and theoretical aspects of the work

behavior modification

A technique that operates on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future, whereas behavior that is penalized or unrewarded will decrease in frequency

cooperative training

A training program that combines practical on-the-job experience with formal educational classes

Principles of effective learning

All things considered, training programs are likely to be effective if all the following principles of learning are applied: (a) Set goals and objectives and explain them to trainees (or encourage trainees to set their own goals). (b) Present the material in a meaningful manner (i.e., present the material in a manner that trainees can connect with things that are already familiar to them). (c) Use modeling in the form of real-life demonstrations, visual aids, pictures, drawings, etc., to convey messages. (d) Recognize individual differences among trainees and adjust the learning experiences to accommodate this. (e) Include active practice and repetition in the program. (f) Use the learning of tasks or parts of jobs that involve several skills rather than initially focusing on the whole job. (g) Follow the principle of distributed learning by spacing out the training into a series of reasonable time periods. (h) Provide trainees feedback about their progress in learning the material or skills involved. (i) Use rewards and reinforcement to strengthen the responses of trainees. Basically, follow the behavior modification technique which is based on the principle that behavior that is rewarded, or positively reinforced, will be exhibited more frequently in the future.

Career Management : Developing Talent over Time

Compared to recruiting, helping employees grow and working to develop their skills is a more proactive - and strategic - approach to systematically expanding the talent pool relative to bringing people in from outside and banking on them being right for the job.

dual career partnerships

Couples in which both members follow their own careers and actively support each other's career development

What is meant by career networking?

Career networking is the process of establishing mutually beneficial relationships with other business people, including potential clients and customers. As a complement to mentoring, in which relationships are more selective, networking relationships tend to be more varied and temporary. The networks can be internal to a particular organization or connected across many different organizations. Social networking sites such as LinkedIn have begun connecting professionals in formal and informal ways as well.

____________ is a new but growing type of training that allows people to share knowledge and collaborate with one another via social networking tools.

Communities of practice

instructional objectives

Desired outcomes of a training program. - One type of instructional objective, the performance-centered objective, is widely used because it lends itself to an unbiased evaluation of the results. -Performance centered objectives typically include precise terms, such as "to calculate", "to repair", "to adjust", "to construct", "to assemble", and "to classify".

transfer of training

Effective application of principles learned to what is required on the job

organization analysis

Examination of the environment, strategies, and resources of the organization to determine where training emphasis should be placed

transfer

Placement of an individual in another job for which the duties, responsibilities, status, and remuneration are approximately equal to those of the previous job.

mentors

Individuals who coach, advise, and encourage individuals of lesser rank.

career paths

Lines of advancement in an occupational field within an organization

Career Self-Management Training

Many organizations are establishing programs for employees on how they can engage in career self-management. The training focuses on two major objectives: (1) helping employees learn to continuously gather feedback and information about their careers and (2) encouraging them to prepare for mobility. The training is not geared to skills and behaviors associated with a specific job, but rather toward long-term personal effectiveness.

Explain the functions of a mentor.

Mentors are those who provide guidance and support in the development of one's career. Mentors are executives and managers who coach, advise and encourage employees. Under the tutelage of a good mentor, learning focuses on goals, opportunities, expectations, standards and assistance in fulfilling one's potential.

relocation services

Services provided to an employee who is transferred to a new location, which might include help in moving, selling a home, orienting to a new culture, and/or learning a new language

List several types of off-the-job employee training methods.

Off-the-job employee training methods are those that are conducted away from the workplace. They encompass: (1) classroom training methods, (2) programmed instruction methods (self-directed learning), (3) audiovisual methods, (4) simulation methods, (5) e-learning and (6) learning management systems (LMS).

Identify and describe several available methods for providing on-the-job managerial learning experiences.

On-the-job management development can take place in a variety of settings. Several commonly used effective methods are: (a) Coaching—involves a flow of instructions, comments and suggestions from the manager to the employee (b) Understudy—grooms an individual to take over the manager's job through experience in handling the functions of the job. (c) Job rotation—provides broadened knowledge and understanding required to manage (d) Lateral transfer—involves horizontal movements along with upward movement in the organization (e) Special projects and junior boards—provide opportunities for individuals to become involved in organizational planning and decision-making activities (f) Action learning—gives trainees time to work full time on projects with others in the organization and then discuss with the others the aspects of the projects that went right and wrong (g) Managerial staff meetings—enable participants to become more familiar with broader problems facing the unit or work group (h) Planned career progressions—utilize all of the foregoing methods to provide employees with the training and development necessary to progress within the organization.

Does on-the-job training provide an effective learning method for employees? Explain.

On-the-job training is the most widely used training method for nonmanagerial employees. It is conducted by the immediate supervisor or a senior employee and has the advantage of providing "hands-on" experience under actual working conditions. Its widespread use is evidence of its value. The major drawbacks of this method appear to be that sometimes the trainers lack instructional skills and/or a measurable objective-oriented approach and often the training environment is not well-structured; however, these limitations can be overcome.

learning management system (LMS)

Online system that provides a variety of assessment, communication, teaching, and learning opportunities

The ROI formula can be calculated as:

ROI = Results/Training Costs -If the ROI ratio is >1, the benefits of the training program are greater than its costs. By contrast, the training program's costs outweigh the benefits if the ratio is <1

A list of typical basic skills employees need includes the following:

Reading Writing Computing Speaking Listening Problem-solving Managing oneself/self-discipline Knowing how to learn Working as part of a team Leading others

_______________ are often used with attitude change is a goal.

Seminars and conferences

outplacement services

Services provided by organizations to help terminated employees find a new job

Since the passage of the Civil rights Act of 1964, have the efforts of firms to place and advance more minorities into middle and top management positions been successful?

Since the passage of the Civil Rights Act of 1964, the efforts of firms to assign more minorities to middle and top management positions have not been overly successful. The percentage of blacks and Hispanics who are in professional, engineering and managerial positions is still substantially below their proportions in the total population. For many minorities, employment opportunities still remain exceedingly limited because of educational and societal disadvantages.

What are six successful career management practices that organizations should embrace?

Six successful career management practices that organizations should embrace are: (1) Placing clear expectations on employees so they know what is expected of them throughout their careers with the organization (2) Giving employees the opportunity to transfer to other office locations, both domestically and internationally (3) Providing a clear and thorough succession plan to employees (4) Encouraging performance through rewards and recognition (5) Giving employees the time and resources they need to consider short- and long-term career goals (6) Encouraging employees to continually assess their skills and career direction.

Identify some of the areas that have been the subject of special training programs in organizations.

Some of the areas that have been the subject of special training programs by organizations are basic skills training, team training/cross-training, ethics training and diversity training.

orientation

The formal process of familiarizing new employees with the organization, their jobs, and their work units

job progressions

The hierarchy of jobs a new employee might experience, ranging from a starting job to jobs that successively require more knowledge and/or skill

task analysis

The process of determining what the content of a training program should be on the basis of a study of the tasks and duties involved in the job

career counseling

The process of discussing with employees their current job activities and performance, personal and career interests and goals, personal skills, and suitable career development objectives

career networking

The process of establishing mutually beneficial relationships with other business-people, including potential clients and customers

benchmarking

The process of measuring one's own services and practices against the recognized leaders in order to identify areas for improvement

onboarding

The process of systematically socializing new employees to help them get "on board" with an organization

cross-training

The process of training employees to do multiple jobs within an organization

blended learning

The use of multiple training methods to achieve optimal learning on the part of trainees. -Classroom instruction is still the number one training method.

List several types of off-the-job experiences that can be used in training managers.

There are wide varieties of off-the-job management development learning experiences. Organizations use such approaches as seminars, conferences, case studies, management games/simulations, role-playing sessions and behavioral modeling methods.

The Peter Principle

This refers to the situation in which individuals are promoted as long as they have done a good job in their previous jobs. The situation continues until someone does poorly in his or her new job. Then he or she is no longer promoted. This results in people being promoted to their level of incompetence.

Explain how trainee readiness and motivation are important in designing and implementing a training program.

Trainee readiness refers to the maturity and experience factors of the trainee's background. Prospective trainees should be screened to ascertain that they have the background knowledge and the skills necessary to absorb the training. Trainee motivation is also important for optimum learning to occur. Trainees must have a desire to learn in order for a program to succeed. This requires focusing on the trainees as individuals, and providing the necessary support.

just-in-time training

Training delivered to trainees when and where they need it to do their jobs, usually via computer or the internet

Testing the knowledge and skills of trainees _________ a training program will help determine their improvement.

before and after

A downward transfer, or ______________, moves an individual into a lower-level job that can provide developmental opportunities. Although such a move is ordinarily considered unfavorable, some individuals actually may request it to return to their "technical roots". It is not uncommon, for example, for organizations to appoint temporary leaders (especially in team environments) to positions with the understanding that they will eventually return to their former jobs.

demotion

It has been found in most cases that spacing out the training will result in faster learning and longer retention. This is the principle of _______________.

distributed learning

A career development program should be viewed as a dynamic process that matches the needs of the organization with the needs of _________. Managers should encourage employees to take responsibility for their own careers; however, managers should offer ongoing feedback on __________ performance, supply access to self-assessment tools and training while making available information about the organization and possible career path __________.

employees individual opportunities

Some organizations are attempting to retain young managers with high potential by offering a _____________ that enables them to advance more rapidly than those with less potential. It can provide for a relatively rapid progression - lateral transfers or promotions - through a number of managerial positions designed to expose the employee to different functions within the organization.

fast-track program