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74 Cards in this Set
- Front
- Back
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reasons for evaluating training
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determine if program met objectives
determine trainee's reactions to programs determine benefits/costs of program help select the best program |
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categories of evaluating training programs
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cognitive - knowledge based
skill based - tech. skills and behavior affective - reaction to trainee program results - effect of performance return on investment - value the company gains |
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3 approaches to evaluating trainings
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best: pretest all employees, train part of them -"treatment group", post test all employees, compare trained to untrained
better: pretest all employees, train all of them, compare performance after training good: post test only (nothing to compare performance with) |
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career development
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acquisition of knowledge, skills, and behaviors that improve a workers ability to meet changes in job reqs. and customer demands; future-oriented learning - not necessarily related to current job;
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career development systems
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formal efforts to balance individuals to balance a person's career needs and organizational workforce requirements
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componenets of managerial development systems
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assessment (testing and feedback - self assessment and organizational assessments)
- individual counseling/coaching - education/trainging - job experiences - interpersonal relationships (mentoring) - information services (job posting centers) |
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self-assessment tools
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usually involve exercises to determine life roles, interests, skills, work attitudes, and preferences
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organizational assessment programs
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psych. testing, assessment centers, succession planning, and other methods for evaluating a person's potential for growth and developement
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individual counseling/coaching
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good for one-on-one, intense career work (practice active listening, support learning by asking about the worker about their work, help the employ work towards easier career goals first, write out scripts and role play, provide positive feedback about career)
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formal education/training
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may include workshops, short college courses, university programs, executive MBA programs
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job experiences
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job rotation, lateral transfer, promotion, expatriate assignment, externships, sabbaticals, foreign exchange programs, etc.)
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mentor - interpersonal relationship
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mentor - an experienced, productive senior employee who helps developed a less experienced employee
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information services
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communication systems to alert employees about job openings, and database maintenance of skills inventories
(job posting systems, promoting w/in, career ladders and paths, career resource centers, newletters, etc.) |
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career programs targeted at certain groups
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"fast track" employees, outplacement programs (for terminated or downsized employees), entrenched employees, late career retirement programs, programs to assist spouses and children of workers, career development w/in teams, repatriates
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demand side of developing managerial talent
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increased competition, greater leadership demands
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supply side of indentifying and managing talent
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demographic issues, previous downsizing in mid management racks
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results of supply and demand of developing managerial talent
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greater focus on management succession and planning, high-potential talent identification, accelerated development of high-potential talent - "fast track"
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how to add structure to interviews
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multiple interviewers, same interviewer across candidates, appropriate questions used consistently, systematic scoring
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training
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refers to a planned effort by a company to facilitate employee's leaning of job-related competencies
goal: to master knowledge, skill, and behavior emphasized by training programs and and how to apply |
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beginning processes of training and development
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at beginning or before starting -- employee socialization (anticipatory, encounter, settling in)
- in addition, formal training is often required in preparation for the job or to improve performance |
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stages of instructional design
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assessment phase (asses instructional needs, derive objectives) >> training and development phase (select media, etc., conduct training)>> evaluation (develop criteria, pretest trainees, monitor and evaluate training evaluate training)
is a cycle (see book and slides) |
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assessment needs process
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person analysis >>training pressure points << organization analysis
all lead to task analysis (see slides for 3/4) |
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ensuring employees readiness for training -- motivation to learn can be increased by assuring employees
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- believe that they can learn content
- understand the benefits - are aware of career interests, training needs, goals - understand the effects of work environment (situational constrains, social support) - possess basic skills (ex: literacy) |
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who delivers training?
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- outsourced to contractor on or off-site (expensive): invite vendor bids through RPF, arrangements at colleges or universities for regular classes or special offerings
- in house personnel: formal trainer in classroom setting or supervisor/peer training session (moderately expensive) - video or online delivery (fairly cheap) |
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hands on techniques of training
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on-the-job training, self-directed training, apprenticeship, simulations, business games, case studies, behavior modelings, interactive video
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group building methods of training
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adventure/wilderness training, team training, action learning
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transfer of training
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climate for transfer, make self-management a part of training, peer and manager support, tech. support
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selection interviews
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structured and unstructured
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bio. data
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gather background info on candidates (resumes, application blanks) -- gather and organize info. using weighted application blanks (WABS) or bio. info. blanks (BIBS)
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physical ability test
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test for physical skills needed for job
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cognitive ability test
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differentiate b/t candidates on mental ability
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personality inventories
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categorize people by their personality characterisitics
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work samples
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simulate job -- also, job knowledge questions
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assessment centers
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type of work samples for managers
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most positively viewed performance measures
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work samples, job knowledge, assessment centers, physical ability tests
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less positively viewed
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cog. ability tests, personality tests, bio. data info.
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SEE SLIDES FOR COMPARISONS OF PERFORMANCE MEASURES
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from 2/28
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better practices for selecting for current achievement
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work samples, structured interviews, managerial assessment centers
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better practices for selecting for potential
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cognitive ability tests, educational attainment
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managers' opinions on selection interviews
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most commonly used and often given most weight BUT usually have low reliability, low validity, and even an opening for lawsuits
- rely less on interviews - narrow scope of interviews - add structure |
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two orientations of selection process
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measures of current achievement >> current performance
measures of potential >> future performance |
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selection methods
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techniques used to screen and select job candidates from among the pool applicants; companies use just one practice or multiple ones ("multiple hurdles")
ex: interviews, bio. data, pencil and paper or computer tests, work samples, portfolios, etc. |
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reliability
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degree to which the measure is consistent over repeated measurements; usually measured by correlation coefficients
ways to determine: similarity over time, test parts, forms of test, people's judgements the higher "r", the more reliable the test |
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validity
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extent to which measure is related to job performance
types: criterion related, construct, content |
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criterion related validity
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expressed as correlation coefficient between -1 and 1;
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validity generalization
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test predicts performance across many contexts; uses research evidence from prior studies to make the case that a selection method is valid a new but similar job or situation where you do not have actual evidence
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practical value - utility
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does the test increase the accuracy of a selection process in an effective way?
what can increase utility: - high value of product/service (better tests = high level employees) - low selection ratio (spend more if on selection if you are going to be more selective) - high validity of test - low cost of testing |
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acceptability
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how applicants react to selection methods; organizations selection processes create an impression of the company
if candidates feel positively about process they are more likely to reapply or recommend company to others what contributes to positive actions: assessment methods are relevant to job, opportunity to demonstrate job capabilities, procedures are consistent and fair, feedback is given to applicants on their performance |
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legal issues with selection
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- prima facie cases with adverse impact (4/5 rule) -- tests can still be used if it is proved that test is valid
- cannot use different cut-scores on tests for different groups - general advice: do not ask questions about protected status during interview of application; if necessary make this voluntary and do it outside of the application process - state laws govern how b/g checks and credit reports can be used |
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personnel policies
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company's decisions about how to handle HR; in particular about benefits, promotion, culture, etc -- bug impact on recruitment
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recruiter characterisitics
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- functional characteristics: HR specialist vs. operating area
- traits: warmth, informative - realism: realistic job preview |
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steps to enhance recruiter impact
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provide timely feedback
avoid rude behavior recruit in teams |
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examples of measuring recruitment effectiveness
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- time to fill
- retention rates - turnover rates - job performance - analysis of recruitment sources |
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recruitment activities are designed to affect:
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number of applicants
type of applicants those likely to accept position offered |
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3 areas that impact effectiveness of recruitment
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- recruitment sources: where and who you recruit
- personnel policies: what you offer applicants and what signals you send - recruiter characteristics: who is doing the recruiting |
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internal recruiting
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seeking applicants for positions from among the ranks of those currently employed by the company
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external recruiting
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seeking applicants for positons for outside the company
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job
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set of related duties or tasks
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position
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refers to job as held by a certain person
usually many positions - 1 job |
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job analysis
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focuses on describing jobs as they currently exist; lays the foundation for many other things in HR
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job design
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focuses on creating or jobs by rearranging tasks or altering aspects of the job
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goals of job/work analysis
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objective: description of observables; behavior of traits often not seen but products, outcomes, kinds of materials, and people included in decision processes; description of work behavior independent of the particular people who perform the job right now -- focuses on the job, not the person; data must be verifiable and reliable
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work flow analysis
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SEE SLIDES 2/12
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steps of work/job analysis
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1. what are the outcomes/measures required?
2. what are the tasks, behaviors, activities, etc. required to meet or exceed what was established in step 1, and what is the importance of each? 3. what are the KSAOS required to perform step 2? 4. how should jobs/work be defined? where does the work get done to maximize efficiency? do we use teams, contractors, f/t, p/t, etc? |
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KSAOs
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knowledge: an organized body of information applied directly to performance of a function
skill: level of proficiency at performing a certain task well ability: more general capability other: personality factors, motivation, physical or mental traits, etc. needed to perform job |
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collection methods of work analysis
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observation, performing the job, interviews, critical incidents, diaries, b/g records, questionairres
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products of job analysis
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job description; job specifciation
used for: evaluation, job design, appraisal , worker training, worker mobility, efficiency, safety, HR planning, recriutment, legal reqs. |
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what goes into job descriptions
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job title, administration info., job identification, essential functions of principal duties, job specifications
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importance of job analysis to managers
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understand workflow
make correct hiring decisions evaluate performance |
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reasons that jobs may need to be redesigned
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to be more efficient
to be easier to be safer, healthier shift in structure or focus of company make them more motivating |
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functional organization
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central authority
well-designed depts. emphasize efficiency workers tend to work alone depth of expertise is important |
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divisional organization
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decentralized authority
few spec. depts. emphasize flexibility jobs are more loosely defined teamwork breadth of expertise is important cross functional knowledge is important more companies are moving towards this |
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core job demensions
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core job dimensions: skill variety, task identity, autonomy, feedback
psych. states: meaningful work, responsibility of outcome, knowledge of results work outcomes: high motivation, high quality work, high satisfaction, low ansenteeism and turnover |
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trends in job design
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flexible scheduling, job sharing, work teams, self-managing teams, increasing motivating potential of jobs through enrichment and enlargement, telework or virtual work
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