PHR Human Resources Development

training evaluation

the final element in the training model which occurs both before and after training takes places and measures its effectiveness; may be formative or summative

programmed instruction

type of training delivery method in which the learner progresses from lesson to lesson in a predesigned course at their own rate

formative evaluation

type of training evaluation made during the design phase; involves testing or previewing content before delivery

leadership development

using combination of classroom training, sponsorship of an advanced degree program, and hand-on training with a mentor or coach, executive coaching program, experience and exposure based training to develop leadership skills in employees

job enlargement

when additional tasks are added to the job without increasing responsibility or skill level

total quality management

TQM; a long-term intervention that requires employees at all levels to focus on providing products that meet customer needs; requires commitment from top management; market research and product development are key components

job enrichment

assigning new responsibilities and tasks that challengan employee to use existing skills and abilities in new ways or develop news ones as they tackle new assigments

learning organizations

environments where knowledge originates, is obtained, and freely shared; employees are able to solve problems by experimenting with new methods that are observed outside the organization or in other parts of the organization

four elements needed to create HIO

1. power - employees have decision making power 2. information - information is disseminated to that everyone can use it in their efforts to improve results 3. knowledge - emphasizes increasing KSAs with training and development 4. rewards - pay is tied to performance and encourages employees to go above and beyond

steps in designing a training program

1. Complete a task inventory - all the tasks included in the job; verb, object, function: "answer phone to assist customers" 2. Identify target audience in order to tailor the training to them; remember learning styles visual, auditory, kinesthetic 3. Develop training objectives, the measurable outcome 4. Develop the course content 5. Develop evaluation criteria

steps in the needs assessment for training

1. Identify the goal, the desired outcome 2. Gather and analyze data - such as production records, customer complaints, succession plan, performance reviews, labor laws, employee input 3. Identify the performance gap 4. Identify instructional goals 5. Propose solutions 6. Evaluate options; estimate budget and timing 7. Present proposal

steps in change initiatives

1. be prepared by watching for situations that develop in the industry and geographic areas of operation 2. communicate with employees by asking for ideas that may help in determining solutions and increase buy-in; communicate at every stage so change is gradual 3. develop a plan with defined goals, all the actions and support that may be needed to reach goals, and evaluation tools 4. have an executive sponsor 5. motivate direct supervisors because they influence how their employees wil perceive and accept it 6. recruit unofficial leaders who may help influence co-workers 7. implement 8. evaluate

tools of quality control

1. check sheets - simple list of items and number of occurrences 2. histogram - visual bar diagram of a check sheet 3. pareto chart - graphical representation of the 80/20 rule: 80% of problems are caused by 20% of causes; chart that contains bar values in descending order and cumulative total represented by a line 4. cause-and-effect diagram - organizes information during brainstorming, aka Ishikawa diagram or fishbone diagram 5. stratification chart - breaks down the problem into sub categories and charts the individual components of a problem in addition to the total 6. process-control chart -graphic of elements that are outside of the acceptable range, both below and above

types of narrative appraisal methods

1. critical incident - supervisors make notes of successful and unsuccessful performance issues for each employee 2. essay - reviewer writes a short description of each employee's performance 3. field review - a review conducted by someone other than the manager

Six Sigma team structure

1. quality leader / manager - represents customer requirements and focuses on continually improving operations 2. master black belt - usually work with a single organizational function with process owners to implement DMAIC methodology and keep projects on track 3. process owner - responsible for a specific process in an organization 4. black belt - work on quality initiatives and coach green belts 5. green belt - participate on project teams part-time while working in another role to balance time

types of comparison appraisal methods

1. ranking - employees are listed in order from highest to lowest performer 2. paired comparison - all employees in a group are compared to one employee at a time 3. forced ranking - employees are ranked according to a bell curve, with a small group of employees on the low and high ends and the bulk of employees in the average range

types of rating appraisal methods

1. rating scales - a numeric or performance level evaluation tha attempts to quantify what is subjective but is not as objective as they seem 2. checklists - an evaluation comprised of a list of statements that describe levels of performance, such as "always finishes work on time" in which the reviewer checks off items that best describe the employee

job factors that contribute to job enrichment

1. skill variety - ability of employee to use multiple skill sets to complete a task 2. task identity - the effort applied by the worker produces a whole identifiable unit or outcome, as opposed to a single part 3. task significance - the value of a job either internally to co-workers or externally to society 4. autonomy - degree of independence or discretion allowed on the job 5. feedback - communication to employee from management about how well employee performs

three stages of change

1. unfreezing - creates motivation by identifying and communicating need for change; important to create a vision for the outcome and sense of urgency 2. moving - examines and manages resistance and aligns the organization with the change 3. refreezing - the change becomes the new norm, evaluate outcome, make adjustments

DMAIC

Define - define customer and issues of importance to them AND process and project parameters Measure - collect data about defects and other measures to compare against set parameters Analyze - identify gaps between the goal and performance, explain gaps, rank improvements Improve - create and implement solutions Control - revise systems to incorporate improvements, train employees on new processes; monitor to prevent backsliding into previous processes

high involvement organizations

HIOs - employees involved in designing their own work processes, empowered to take actions necessary to complete their work, and are accountable for the results; broadly defined jobs w/ flat hierarchy with continuous feedback and information flowing between self-directed work teams; has high ROI

high potential employees

HiPo - individuals identified as future organization leaders who can be provided extensive training to prepare them for future roles

key business initiatives

KBIs

behavioral appraisal method

a method of conducting performance reviews in which employees receive ratings based on key requirements of the job; one type is the BARS method (bahaviorally anchored rating scale), which takes anchor statements from the job description

comparison appraisal method

a method of evaluating employees in which the manager compares the performance of employees to each other

change agent

a person who assists the change process by balancing needs of stakeholders, listening to concerns, and move them toward acceptance and commitment to the change; HR is in a unique position to be able to do this

Six Sigma

a quality philosophy developed by engineers at Motorola measuring defects per million using these methodology: Define, Measure, Analyze, Improve, and Control (DMAIC); requires training and certification

knowledge management systems

a system that supports and collects the creation, capture, storage, and dissemination or organzational knowledge and information to provide easy access to information; ex: customer relationship management system for call centers that store customer info and problems

interest assessment

a tool used to understand the development opportunities that will keep an individual interested and engaged

passive training

a training method in which learners listen to and absorb information; includes lectures, presentations, and conferences

team learning

ability of a team to share and build on their ideas without holding anything back

systems thinking

ability of individuals and organizations to recognize patterns and predict how changes will impact them

organizational development interventions

action strategies that are directed toward structures, processes, technology, individuals, groups, or entire organizations

strategic interventions

actions used to implement changes made to the vision, mission, and values of the organization during a strategic planning process

management by objectives

aligns individuals with organization goals and measures reaching the objectives as well as quality and/or quality of performance; built on mutual involvement in setting performance goals, ongoing communication during measurement period, and reward for accomplishment at end of period; often used as a performance appraisal tool

talent management

all activities in HR functions that attract and retain employees

fair use doctrine

allows use of copyrighted material if use is for criticism, commentary, news reporting, or teaching with the following factors considered: 1. purpose and character of use 2. nature of the work itself 3. amount of work used 4. the effect of use

after-action evaluation

also referred to as a post-mortem, a review performed at the end of a project or endeavor in order to determine what worked, what didn't, and what knowledge can be retained for future use

virtual coaching sources

coaching that combines concepts of self-paced learning with typcial coaching outcomes; uses combination of technology communication such as email, telephone, videoconferencing, webinars, workplace simulation tests, discussion boards, forums; can fall short of creating trust

external coaching sources

coaching that is useful when one-on-one experience is needed; when focus is highly technical or psychological in nature

internal coaching sources

coaching that is useful when values and behaviors desired are shared within a workgroup; helpful for managers who are having difficulty achieveing specific organizational objectives; provides for career depth

career portfolio

collection of information about an individual's education, skills, training, completed development programs, performance appraisals, awards, accomplishments, and samples of work

expert register

collection of names and areas of expertise of employees

s-shaped learning curve

combination of positive and negative learning curves; begins with slow learning that accelerates and then slows again

knowledge

conclusions based on information learned and past experiences

Ishikawa

contributed to the quality movement and identified analytical tools to use in the workplace; developed the cause-and-effect diagram

building a shared vision

creating a vision that goes beyond the corporate vision to include all individuals in an organization

mental models

deep-seated beliefs that influence perception and can affect how individuals see the world around them and react to it

ADDIE model

describes the five elements of instructional design: Analysis Design Development Implementation Evaluation

narrative appraisal method

evaluations in which a manager describes an employee's performance

team building

exercises that put team members in situations that require them to rely on each other to solve a problem; lessons learned must be reinforced when back to normal routine; can boost productivity by enhancing communication and encouraging collaboration; game-based activities not effective long-term; personality inventory models can help individuals understand themselves and build communication skills

mentor

experienced individual who acts as a teacher, guide, counselor, facilitator and provides personalized feedback and guidance to junior colleagues focusing on career development

Philip Crosby

focused on management as the key to quality, using strategic planning to accomplish a high level of quality with four absolutes: 1. conformance to requirements 2. prevention - do it right the first time 3. performance standards with zero defects 4. measurement by additional cost of not producing zero defects the first time

learning curve

graphic representing the rate of learning over time

characteristics of HiPos

having capacity to learn and incorporate new ideas and concepts into daily performance; using feedback to improve skills and performance; committment to career development; assess and take risks; high emotional intelligence; understand how to inspire, influence, and motivate others

personal mastery

high level of expertise in a field and commitment to lifelong learning

emotional intelligence

how people deal with their feelings and how they perceive and interact with others; increases ability to work well with others and move organization more rapidly toward accomplishing goals

Joseph Juran Trilogy

identified three phases in TQM - quality planning, quality control, and quality improvements

technology solutions for KM

implements data management and other IT tools that encourage knowledge sharing

negative learning curve

indicates a rapid increase in learning at the beginning that tapers off as the learner becomes more familiar with the subject; representative of routine tasks

positive learning curve

indicates a slow start in learning that increases as the learner masters the subject; representative of complex tasks

community of practice

informal way of learning what works well through sharing experiences and expertise in open communication; enhances skills, satisfaction, productivity; creates trust and learning opportunity in the work group; improves sales, product development,etc for the organization

human resource management interventions

interventions focused on individuals in the organization, such as: 1. developing hiring and selection procedures that attract people with KSAs needed 2. designing jobs that increase employee satisfaction 3. developing performance management systems that develop individuals for future needs 4. developing diversity programs that blend employees from different backgrounds into cohesive work units 5. developing reward systems that provide incentives for employees who exceed expectations

techno-structural interventions

interventions that address issues of how work gets done by examining the level of employee involvement and redesigning work processes

learning evaluation method

method of evaluating a training based on pre-test and post-test of two separate groups, only one of which went through training

reaction evaluation method

method of evaluating a training measuring the initial response of participants

results evaluation method

method of evaluating training that determines if the training had an impact on business results

behavior evaluation method

method of evaluating training that measures job performance between 6 weeks to 6 months after the training

organizational development

method of examining an organization's technology, processes, structure, and human resources, and developing action strategies to improve the way it achieves desired business results

active training

method of training in which the learning experience focuses on the learner; includes facilitation, case study, simulation, vestibule (type of simulation using equipment), socratic seminar (ideas examined in Q & A format)

rating appraisal methods

methods of evaluating employees in which the manager rates them on a scale or checklist

best practice standards

methods or practices that have been proven to give desired results and are recorded and distributed so other employees can duplicate results

Edwards Deming

originator of the quality movement; quality is defined by the customer and management bears the burden of realizing quality

training development phase

phase when the training program design is put into a presentation format; includes selecting training materials, instructional methods, and program delivery

conflict resolution

process of developing strategies for resolving issues and maintaining or rebuilding effective working relationships

talent assessment

process to identify current skill levels and the potential of employees with the goal of aligning the workforce with key business initiatives

design patent

protects designs of manufactured items for 14 years

utility patent

protects processes, machines, manufacture or composition of matter, and improvements to them for 20 years

plant patent

protects the invention or discovery of plants for 20 years

patent

protects the rights and benefits of an invention for the inventor for a period of time

plateau learning curve

rapid increase in knowledge that levels off after a period of time with no additional progress for an extended period of time

types of summative training evaluations

reaction evaluation method, learning evaluation method, behavior evaluation method, and results evaluation method

management development

seeks to upgrade skills for managers; in addition to supervisory skills training, this needs to include exposure to financial and technology management, internal controls, and basic management skills; one of the best ways to achieve this is with a mentor or coach

coach

specialist who develops employees in a particular area focusing on skills, for example to hone leadership skills or improve communication skills

Copyright Act of 1976

spells out the basic rights of copyright holders, codified the doctrine of "fair use," and for most new copyrights adopted a unitary term based on the date of the author's death rather than the prior scheme of fixed initial and renewal terms copyright owner is author except if employed for the purpose of creation or commissioned for work "work-for-hire"

practices that increase desired results, cultivate new ways of thinking, expand on individual ideas, and encourage lifelong learning

systems thinking, personal mastery, mental models, building a shared vision, and team learning

skills training

teaching employees the skills needed to do their job

supervisory training

teaching supervisors interaction skills such as: 1. performance management 2. progressive discipline 3. performance appraisals 4. workplace safety 5. interview skills 6. training 7. management skills 8. conflict management 9. team building 10. influence and negotiating skills 11. communication skills 12. planning 13. motivation skills

most common reason change fails

the people expected to implement change aren't prepared to do so

training implementation

the phase of training where all the preceding work comes together for the presentation; includes selecting a facility, seating style, trainers, and schedule

knowledge management

the process of creating, retaining, and distributing organizational knowledge

organizational culture

the sharing of values and beliefs and the behavior related to them

experiential training

training method that provides experience in real-time situations; includes demonstration, one-on-one, performance-based training (used to correct performance problems in highly technical or hazardous professions)

organizational-level training

training that encompasses the entire organization or a single department that is focused on preparing for future needs indicated by a change in strategic direction or addition of a new product line; metrics indicate a negative trend usch as decline in employee satisfaction or productivity measures

task-level training

training that includes processes performed in a single job category indicated by low productivity for a single process or poor quality results

public domain

works that are not under copyright protection because it has expired

reverse mentor

younger individuals who help older co-workers understand technology and the culture of the younger generation