Human Resource Management Human Resource Development November 27, 2007

HR Management: New Employee Orientation Content Sample Personalize Organizational overview – tour Fit/location within the company Organizational mission/vision/values/strategic plan Organizational policies Overview of benefits Performance management practices - evaluations Compensation system and timetable Business rules and practices Mentoring

New Employee Probation Periods 3-12 months in length Insure appropriate training opportunities Interim review Use judiciously, carefully Communicate clearly Provide adequate notice whenever possible

Human Resource Development Career Development Programs designed to assist employees in advancing work lives and professional growth Organizational Development Process of facilitating unit or system-wide changes in organizations to improve attitudes, values and productivity Training Programs designed to assist employees acquire better job skills Employee Development Programs designed to optimize talent now and in the future

HRD – Adult Learning Principles Adults want training that: Focuses on ‘real work’ subject matter Applies to their jobs Meets their goals and expectations Allows for debate and challenge of ideas Encourages an exchange of ideas and opinions Respects their opinion and experience Meets a current need

HRD: Adult Learning Styles The ways individuals (adults) learn & process information. Pedagogy vs. Andragogy Self-concept – moves from dependent to self-directed Experience – serves as an increasingly useful resource Readiness to Learn – more oriented to social roles Orientation to Learning – from future use to immediate use Motivation to Learn – increasingly internal as we mature Therefore, adults prefer problem-centered, self- directed, discussion-based, relevant learning experiences.

HRD: Adult Learning Styles Learning styles influence how we: solve problems, work in teams, manage conflict, Make career choice and negotiation relationships Visual – show me Auditory – talk with me about it Kenesthetic – let’s do something

HRD: Theories of Motivation Motivation: factors that initiate, direct & sustain human behavior over time. Maslow’s Hierarchy of Needs Off the JobOn the Job Basic physical needs: food, water, shelterbase salary, benefits Safety and Security: free from threat, peacesafe work environment Belonging and loving: friends, familyco-workers, supervisor Esteem: community approvalrecognition, job growth Self-actualization: education, spiritual growthtraining, promotion

Employee Training – ADDIE Model ADDIE Model – to develop either employee training or developmental programs Assess the need Design the program Develop the program Implement the program Evaluate the learning Copyright: 2004 Society for Human Resources Management

ADDIE Model Needs assessment Org’s goals and effectiveness in reaching them Gaps between current and future performance Types of programs needed Target Audience Organizational Where is training needed to reach future goals? Task orientedWhat needs to be taught ? IndividualWho should be trained and on what?

ADDIE Model Design the Program Goals = clear statement of purpose and intent of program Who is the training for, what is it about, why is it conducted? Objectives = results the participants will be able to perform after program Provides a focus, clarifies to participants what to expect Develop the Program = creating materials and delivery model Didactic Case study and demonstration E-training/computer-based training Group discussion

ADDIE Model Implementation - Determine best delivery mode Classroom instruction On-the-job learning Online/web-based instruction Self-paced instruction Simulation Apprenticeships Job Rotation Steps to implementation Pilot Revise content Schedule program Marketing Launch!

ADDIE Model Evaluation Determine if program reached its objectives Kirkpatrick’s Four Stages Level 1: ReactionHow participants felt about it Level 2: LearningHow skills, attitudes changed Level 3: BehaviorHow it was applied Level 4: ResultsROI

Career Development Employee Self Assessment Employee Development Programs Individual Coaching & Counseling Career Paths

Career Development Strong Interest Survey There are 6 types of people and 6 types of work environments. You may have preferences in more than one category Six Themes: Realistic: Doers who like to use machines or tools or work outdoors Investigative: Thinkers who like to analyze and evaluate information to solve problems. Artistic: Creators who like to use their imagination and appreciate creativity in others Social: Helpers who like to develop, empower and take care of others Enterprising: persuaders who like to sell, manage and lead – primarily for economic/organizational improvement Conventional: Organizers who like to manage and order data to make decisions

Career Development Career Planning: Focus on Individual Identify personal abilities and interests Plan personal career goals Communicate developmental preferences to manager Assess career path options within company and outside Design a career plan that accommodates the organization’s needs Seek out and participate in training and development opportunities Career Management: Focus on the Organization Identify future staffing needs Offer appropriate career strategies and training programs Develop career paths and ladders Align organizational needs with individual’s abilities and interests Provide career counseling, on-the-job development.

Career Development Fixing Weaknesses or Building Strengths? (p. 383 of text), citing Buckingham and Clifton.(Gallup Strength Finder) Strength = Talent + Knowledge + Skills

Career Development Three Key Players Individual Bears primary responsibility Manager Coach – listens, clarifies, defines Appraiser – gives feedback on strengths and areas of growth Adviser – what is possible in this organization Referral – link a person to organizational resources Organization (HR) Develop a natural progression of jobs Provide training, invest in staff Train managers and staff on their roles in this process