Definition of Stay Interviews

Interviews that help managers understand why employees stay and what might cause them to leave.

Definition of Human Resource Development (HRD)

A set of systematic and planned activities designed by an organisation to provide its members with the opportunities to learn necessary skills to meet current and future job demands

Difference between Training and Development

Training refers to specific, generally short-term methods to transfer knowledge and skills. Development is usually a longer-term process focused on the acquisition of more complex and deeper competencies

Triggers for employee development

Regulatory requirements, retention, new productions, changes in process or systems, organisational change and/or compliance requirement.

Characteristics of Learning Organisations

They are committed to continuous learning and improvement, facilitates learning of all its members and transfers knowledge.

Benefits of a Learning Organisation

Agility, problem solving, employee retention and knowledge can be transferred.

Barriers to becoming a Learning Organisation

Insufficient buy in from employees, size of organisation, organisation's structure and its environment/culture.

James and Galbraith's 4 Learning Styles

Visual learner, listener, reader and uh...doing...er

Didactic and Experiential Learning

Didactic is a lecture style learning; minimal interaction. Experiential is a tutorial style learning; first-hand experience.

Honey and Mumford's Typology

Activists, Reflectors, Theorists and Pragmatists.

Honey and Mumford's: Activists

Learn by doing. Activities include brainstorming, problem solving and role plays.

Honey and Mumford's: Reflectors

Learn by observing and reflecting. Activities include time out, coaching and/or feedback.

Honey and Mumford's: Theorists

Learn through theory. They like models, background info, facts and likes to analyse. Very methodical.

Honey and Mumford's: Pragmatists

Learns through practice in the real world. Activities include practical-based and things that are immediately relevant e.g. case studies.

Factors that influence learning outcomes

Employee readiness, motivation, mindsets (growth vs fixed) and personal factors e.g. view on work, career and life issues.

On the job learning and off the job learning

Just revise your slides. It's a table.

Measure of HRD effectiveness

Reactions of participation, tests of learning accomplished, behavioural change in the workplace and hard data on productivity.

Tutorial: Induction methods

Formal ‘corporate’ induction courses, manager lead induction and intelligent online/virtual systems

Help

Options

focusNode

Didn't know it?
click below

Knew it?
click below

Don't Know

Remaining cards (0)

Know

retry

shuffle

restart

0:00

Embed Code - If you would like this activity on your web page, copy the script below and paste it into your web page.

Normal Size Small Size show me how

Human Resources 7

Week 7: Learning and Development

Question	Answer
Definition of Stay Interviews	Interviews that help managers understand why employees stay and what might cause them to leave.
Definition of Human Resource Development (HRD)	A set of systematic and planned activities designed by an organisation to provide its members with the opportunities to learn necessary skills to meet current and future job demands
Difference between Training and Development	Training refers to specific, generally short-term methods to transfer knowledge and skills. Development is usually a longer-term process focused on the acquisition of more complex and deeper competencies
Triggers for employee development	Regulatory requirements, retention, new productions, changes in process or systems, organisational change and/or compliance requirement.
Characteristics of Learning Organisations	They are committed to continuous learning and improvement, facilitates learning of all its members and transfers knowledge.
Benefits of a Learning Organisation	Agility, problem solving, employee retention and knowledge can be transferred.
Barriers to becoming a Learning Organisation	Insufficient buy in from employees, size of organisation, organisation's structure and its environment/culture.
James and Galbraith's 4 Learning Styles	Visual learner, listener, reader and uh...doing...er
Didactic and Experiential Learning	Didactic is a lecture style learning; minimal interaction. Experiential is a tutorial style learning; first-hand experience.
Honey and Mumford's Typology	Activists, Reflectors, Theorists and Pragmatists.
Honey and Mumford's: Activists	Learn by doing. Activities include brainstorming, problem solving and role plays.
Honey and Mumford's: Reflectors	Learn by observing and reflecting. Activities include time out, coaching and/or feedback.
Honey and Mumford's: Theorists	Learn through theory. They like models, background info, facts and likes to analyse. Very methodical.
Honey and Mumford's: Pragmatists	Learns through practice in the real world. Activities include practical-based and things that are immediately relevant e.g. case studies.
Factors that influence learning outcomes	Employee readiness, motivation, mindsets (growth vs fixed) and personal factors e.g. view on work, career and life issues.
On the job learning and off the job learning	Just revise your slides. It's a table.
Measure of HRD effectiveness	Reactions of participation, tests of learning accomplished, behavioural change in the workplace and hard data on productivity.
Tutorial: Induction methods	Formal ‘corporate’ induction courses, manager lead induction and intelligent online/virtual systems

Created by: Kaye_7

Popular Management sets

Principles of Management

Study cards for PMP Exam

7 LvL CDCs taken from CDC Vol 1 and 2

Competencies for Principles of Management

Describe different decision making models

OBC 1

Key terms and definitions

Uses of Research

Data Quality and Management

Human Resource Management

Accurate Research Design

Analytical Decision Making

"Know" box contains:
Time elapsed:
Retries: