HRM107 Lecture Notes - Lecture 8: Job Rotation, One Direction, Management System
30 May 2018
School
Department
Course
Professor
Week 8 Learning, Development and Retention
Retention - reasons for continuing to work
Employee Development
- Greater emphasis on experiential learning
- More tailored forms of training
- More mentoring and coaching
- Customised career paths
- Focus on people skills
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.
Training vs Development
- Training refers to specific, generally short-term methods to transfer knowledge
and skills. Can be informal and formal
- Development is usually a longer-term process focused on the acquisition of
more complex and deeper competencies
find more resources at oneclass.com
find more resources at oneclass.com
Triggers for employee development
- Regulatory requirements
- Staff retention
- New products
- Changes in manufacturing process or management systems
- Improving quality of existing services/products
- Refocusing strategy/culture change
- Compliance requirement
Learning Organisations
- Places emphasis on the strategic use of HRD to enhance human capital
- Ongoing contribution of people to an organisation’s goals
- People at all levels increase their capacity to produce results that serve to
achieve their shared vision
- Focus on learning, knowledge transfer, improving and evaluation
Characteristics
- Redefines capabilities for future
success
- Giving and taking criticism
- Leaders share themselves
- Promote personal mastery
- Includes customer feedback,
360 reviews
- Understanding the roots of the
problems
- Creating benchmarks
- Open culture
- Failure is ok
- Create a common vision
- Experimentation
Benefits
- Ability to respond to competition
or external pressure
- Systematic problem solving
- Employees are more
resourceful and innovative
- Quick transfer of knowledge
through organisation
- Aid employee retention
- Learning faster
- Creates a competitive
advantage
- Fail fast but collect information
for success
- Reduces authority, bureaucracy
and corruption
Enablers to Create a Learning Organisation
1. Increased participation of individuals in decision/policy making
2. Empowerment of individuals
3. Strong leadership support
4. Redefinition of organisational boundaries
5. Enhanced dialogue and collaboration between individuals
6. Effective change and renewal or organisational culture
Barriers
- Insufficient buy in from employees
- Size of the organisation (nature of communication changes)
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
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. 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. Changes in manufacturing process or management systems. Places emphasis on the strategic use of hrd to enhance human capital. Ongoing contribution of people to an organisation"s goals. People at all levels increase their capacity to produce results that serve to achieve their shared vision. Focus on learning, knowledge transfer, improving and evaluation. Enablers to create a learning organisation or external pressure. Fail fast but collect information for success. Reduces authority, bureaucracy and corruption: increased participation of individuals in decision/policy making, empowerment of individuals, strong leadership support, redefinition of organisational boundaries, enhanced dialogue and collaboration between individuals, effective change and renewal or organisational culture.
