HRD – Flashcards

1. Equal Employment Opportunity Commission (EEOC)
2. Office of Federal Contract Compliance Programs(OFCCP)

Office of Federal Contract Compliance Programs (OFCCP)

Civil Litigation

Civil Litigation

The use of musical, literary, and other original works without permission of the owner of the copyright is prohibited under most circumstances. The owner is the author of the work.

1. The employer who hires employees to create original works as part of their normal job duties is the owner of the copyright coz the employer paid for the work to be done.
2. Work created by freelance author, artist, or musician who has been commissioned to create the work by someone else is owned by the person who commissioned the work. These are known as work for hire exception.

Trainers who want to use work of others during training sessions under two circumstances that dont require permission:
1. work that are in public domain. 2. Fair Use doctrine.

Use of work for criticism, commentry, news reporting or teaching is not unauthorised on 4 factors: purpose and character of use, nature of work itself, amount of work and the effect.

Copyright protect the original work of the author for the life of the author plus 70 years and after that work may be used without permission. Work for hire are protected for shorter of 95 years from first year of publication or 120 years from the year of creation. Work produced as part of the job duties of federal officials and those for which copyright protection has expired. Work published without the notice of copyright before 1 jan 1978 or those published between 1 march 1989.

It allows inventors exclusive rights to the benefits of an invention for a defined period of time.

1. Design Patent
2. Utility Patent
3. Plant Patent

They protect new, original and ornamental designs of manufactured items. They are limited o 14 years.

They protect the invention of new and useful processes, machines, manufacture or composition of matter, new and useful improvements to the same. They are limited to 20 years.

They protect the invention or discovery of asexually reproduced varities of plants for 20 years.

It is a systematic method of examining an organization’s technology, processes, structure, human resources and developing action strategies to improve the way it achieves desired business results. These action strategies are known as OD intervention.

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

1. Strategic
2. Techno – structural
3. Human Process
4. Human Resource Management.

They are often used to implement changes made to the vision, mission and values of the organization during strategic planning process. Examples of these are change management, knowledge management and learning organization.

The result of any Organization Development (OD) process is a change in the way things are done in an organization. Whether its new technology, more efficient process or different reporting structure, the resulting change will have to be implemented by people no matter how difficult it is to create the new operating plans, implementing them successfully will be even more difficult coz people in organization must embrace change and be motivated and get committed to making the change work. It often fails as people who are expected to implement them arent prepared to do so.

Developed by social psychologist Kurt Lewin 3 stages:
1. Unfreezing
2. Moving
3. Refreezing

This stage creates the motivation for the change by identifying and communicating the need for change. Its important to create a vision for outcome of the change and a sense of urgency for getting new outcome.

During this stage resistance is examined and managed, and organization is aligned with the change. Communication remains integral part of the process.

In this stage the change becomes new norm for the organization, outcome is evaluated and additional changes occur to adjust the actual outcomes of those that are desired.

1. Prepare for change
2. Communicate
3. Have an Executive Sponsor
4. Motivate direct Supervisor
5. Recruit unofficial leaders
6. Implement
7. Evaluate.

1. Change moves them out of the comfort zone to which they have become accustomed to.
2. They are fearful of unknown.
3. The politics of the organization may make change undesirable in one group or another and employees perceive that they will loose status or control.

They must be able to balance the needs of various stakeholders in the process, listen to their concerns and move them towards acceptance of and commitment to the change.

Activities related to the creation. retention and distribution of organizational knowledge

1. Expert registers
2. Best practice standards
3. After action evaluations
4. Communities of practice
5. Technology solutions
6. Knowledge Management Solutions

It is directory that collects the names and areas of expertise of employees and is made available to all employees, who are then able to contact internal experts to discuss problems and find solutions.

It is often used to describe methods or practices that have been demonstrated to produce desired results over a period of time.

Its is referred as post mortem and is review conducted at the end of the a project or endeavor. The purpose is of the evaluation is to share in the group what worked, what didnt and what knowledge can be retained for use in future projects.

It is an informal means of learning what works well in environment characterized by open communication and trust. They may be spontaneous, self organised or sponsored by organization and may consist of people with common work interest or needs who are willing to share experience and expertise with co-workers.

These systems support and collect the creation, capture, storage and dessemination of organizational knowledge and information. Its goal is to provide emloyees with easy access to information that has been collected from various sources, verified for accuracy and originated for retrieval to answer the questions or solve problems.

They are innovative environment in which knowledge is originated, obtained and freely shared in response to environmental changes that affect the ability of the organization to compete.

5 discipline or guiding principles that enable organization to increase their ability to realize desired results, cultivate new ways of thinking, expand on individual ideas and encourage continous lifelong learning in the organization.
1. System Thinking
2. Personal Mastery
3. Mental Models
4. Buillding a shared vision
5. Team Learning

It describes the ability of individual and organizations to recognise patterns and project how changes will impact them

It describes a high level of expertise in an individual’s chosen field and a commitment to lifelong learning

It refers to deep seated beliefs that color perceptions and can affect how individuals see the world around them and react to it

Streching beyond the corporate vision statement and building a shared vision encourages organization to plan for a future that inspires commitment on the part of all individuals in the organization

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

It addresses issues of how work gets done in organization by examining level of employee involvement and redesigning work processes. Examples are Total Quality Management (TQM), Six Sigma and High Involvement Organizations.

It is a process that focuses all resources in organization on providing value for customers.

It is long term intervention requiring employees at all levels in an organization to focus on producing products that meets customers needs. Its successful implementation requires commitment of top management to lead the process. As it focuses on customer needs, market research and product development are key components. Processes are reviewed to eliminate waste time as well as materials that either dont contribute or are obstacles to producing the end product. Teamwork is essential, all members are involved in product or service from front line workers to suppliers and sales managers must work together to solve problems.

1. W. Edwards Deming
2. Joseph M Juran
3. Dr. Kaoru Ishikawa
4. Philip B Crossby

He proposed that quality is defined by consumer. Developed 14 point plan that placed the burden of quality on management because they are able to control the systems in the organization. Japanese named their quality award after his name.

He believed that quality begins with defining customer needs. He proposed that once customer needs were identified, they should be translated into the language of the business in order to deliver a product or service that met needs of both customer and the business. He developed a triology:
1. Quality planning
2. Quality control
3. Quality improvement

It initiates programs by addressing quality concerns during the product or service development process.

It ensures conformance to the parameters established in the planning phase during the operation phase

They are used to continually improve and reduce waste

He provided collection of analytical tools to use in workplace and developed following :
1. cause and effect diagram
2. check sheets
3. Histogram
4. Pareto chart
5. Stratification
6. Scatter chart
7. Process control chart

It is simplest analysis tool requiring only a list of items that might be expected to occur.

It provides a way of looking at random occurances to find out whether there is a pattern. (rectangles)

Provides graphical representation of the 80/20 rule. 80% of the problems are caused by 20% of the causes. It points out which areas of concern will provide greatest return when corrected. It arranges data in descending order and includes a cumulative percentage on the right side of the chart.

It aids organizing information during brainstroming sessions. Also known as fishbone diagram.

It shows individual components of a problem in addition to the total or summary. It aids in identifying possible strategies for correcting problems.

Also known as XY chart, it provides a graphical representation for the relationship between two sets of numbers.

Provides graphical representation of elements that are out of the acceptable range by setting parameters above and below the range. This tool is most effective for determing variances in production process over time

He focused on management as key factor for quality. He advanced 4 absolutes of quality:
1. Conformance to requirements
2. Prevention
3. Performance Standards
4. Measurement

Once management clearly described what was required quality could be determined by whether the product met the standard

Do it right the first time.

Zero defects to describe the quality standards that should be met

Quality should be measured by the additional cost of not producing zero defect products the first time.

It measures quality standards as “defects per million” . Its methodology is referred as Define Measure Analyze Improve Control (DMAIC)

To define customer and issues of importance to them, along with the process and project parameters

Once process is defined data about defects and other measures is collected and then compared to the original parameters to identify underperformance

An analysis of data is made to identify gaps between goal and actual performance, explain why the gaps occured and ranked possible improvements

Solutions are created and implemented based on analysis.

System are revised to incorporate the improvements and employees are trained in the new processes. The goal of this phase is to prevent back sliding into the previous porcess by ongoing monitoring

Employees are involved in designing their own work processes are empowered to take the actions necessary to complete their work and are accountable for the results. Its 4 elements are: Power, Information, Knowledge and Rewards.

They are directed at developing competencies at individual level in an organization. examples are Team building activities, conflict resolution, management by objective, emotional intelligence.

It is a process of developing strategies for resolving issues and maintaining or rebuilding effective working relationships.

It aligns individuals with organizations goals and measures the successful attainment of objectives as well as the quality and qualtity of performance.

It describes how people deal with their feelings and how they perceive and interact with others.

The process of developing employees for growth opportunities, organizations need means of identifying current levels of skills as the potential of individual employees. Its goal is to align the organization workforce with key business initiatives (KBI)

Tool used to aasess current employees that can be used to retain valuable employees by providing the organization with an understanding of development opportunities that will keep them interested and engaged with the organization.

It gathers information about an individuals education, skills, job related training, completed development program, performance appraisals, awards, noteworthy accomplishments and samples of work.

Factorse to be considered in job analysis process is how tasks, duties and responsibilities needed by an organization can be combined for use as development tool. Two methods to design jobs are:
1. Job enrichment
2. Job enlargement

When emloyee shows potential and interest in growth opportunities, employers use it to assign new responsibilities or tasks that challenge the employee to use existing skills and abilities in new ways or develop new ones as they tackle new assignment. Job factors include:
1. Skills variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

The ability of the employee to use multiple skills sets to complete a task.

The concept that the effort applied by the worker produces a whole identifiable unit or outcome as opposed to a single part.

The inherent or perceived value of a job either internally to co workers or externally to society

The degree of independence or discretion allowed on job

Communication to the employees by management related to how well the employee performs his or her duties.

It is when additional tasks are added to the job without increasing the level of responsibility or skill. It can be viewed positively by employees when it reduced boredom by increasing the variety of tasks assigned and view it negatively if they perceive they are doing more work without a corresponding increase in pay.

1. Job Design
2. Skills Training
3. Supervisory Training
4. Career Development
5. Mentoring Program
6. Executive and Management Coaching

It is job specific and such training provides employees with specific information that is needed to do their jobs.

These training involves topics related to interaction with employees such as performance management, performance appraisals, progressive discipline, workplace safety, interviewing and training.

An experienced individual who acts as a teacher, guide, councellor, facilitator and provides personalized feedback and guidance to more junior colleague. Takes interest in an employee’s career and acts as sponsor for them.

These are young individuals who help older co-worker understand technology and the culture of the younger generation

1. Organizational
2. Task
3. Individual

This leveI if training may encompass the entire organization or a single division or department. At this level focus is on preparing for future needs

Level of training involves processes performed in a single job category. Need for training at this level maybe indicated by low productivity for single process or poor quality results.

This level of training involves a review of performance by individual employees and can be indicated by poor performance reviews or requests for assistance by employees.

Short term needs and can be used immediately and provides skills to do a specific job or task

They address long term needs and develop employees for future while increasing their current work ability.

An instructional design model. Analysis, Design, Development, Implementation and Evaluation.

The federal government funds training programs that are managed by state workforce agencies. Some states use these funds to reimburse training costs to employer who want to hire, retain, upgrade the skills of employees. Employers must submit a comprehensive application to be approved for particiaption in the program and maintain accurate detailed documentation to receive reimbursement.

First step of instructional design model. Need assessment process provided basis for analyzing need for training.
1. Identify goal
2. Gather and analyze data
3.Identify performance gap
4. Identify instructional goals
5. Propose solutions
6. Evaluate options.

1. compile task inventory
2. Identify target audience
3. Develop training objectives
4. Developl course content
5. Develop evaluation criteria

Lists all task included in a job

way individual learn:-
1. Visual learners retain information better when they can see or read it.
2. Auditory learners retain information more easily when they hear it.
3. Kinesthetic or tactile learners retain information best when they are able to have hands on experience during training.

It is a statement that describes a measurable outcome of the training and are developed based on the target audience and task inventory. It communicates employees what they will learn and determine whether training was succesful.

Graphical representation of the rate of learning over time.

1. Negative Accelerating Learning curve
2. Positive Accelerating Learning curve
3. S- shaped Learning curve
4. Plateau Learning curve

It is characterized by rapid increase in learning at the beginning that taper off as the learner becomes more familiar with the process or task. It represents routine tasks.

It is characterized by a slow start in learning as the learner masters different aspects of the project or tasks. It represents tasks that are complex.

It is a combination of positive and negative learning curve. It begins with a slow learning process that accelerates over time and then slows again. This learning pattern can be found in software conversation projects. Learners must understand how the new system works before they are able to become proficient at it as they were with the older system.

It begins with rapid increase in knowledge that levels off after a period of time and no additional progress occurs for an extended period of time. It occurs when employee performs tasks irregularly not often enough to become proficient.

Third step in instructional design model. Creates strtegy for presentation, program delivery methods, decides materials, instructional methods.

1. Manuals
2. Leaders Guide
3. Handouts

When more than one trainer will be presentating the training sessions it ensures consistency in the presentations. These guides may provide notes to assists the trainer in presentating the material, information timings and question for use in facilitating discussion during session. It provides basic road map for presentation.

They provide reference to assist in reinforcing the information covered during the training session when participants return to their jobs.

They may be used in place of manuals or included with the manuals. Presentations that dont require manuals as they are straightforward this can be given to keep participants focused and take notes. They also provide additional information that isnt covered in presentation but is related to topic

1 Passive Training Methods
2. Active Training Methods
3. Experiential Training Methods

They are those in which the learner listens to and absorbs information. Thses methods are instruction focused and require little or no active participation from the learner.
1. Lecture
2. Presentation
3. Conference

These methods are those in which the learning experience focuses on learner.
1. Facilitation
2. Case Study
3. Simulation
4. Vestibule
5. Socratic Seminar

These method provide experience in real time situation.
1. Demonstration
2. One on one
3. Performance

1. Classroom
2. Self study
3. Programmed Instruction
4. Virtual Training (VT)

Electronic learning
1. Synchronous – same time and same place
2. Asynchronous – different time and different place

They are training methods used to inform and answer questions, often in combination with other training methods such as demonstrations.

This training method provides information to group of people at one time

This training method is a combination of lecture and preentation with question and answer session involving the participants.

It is a moderated learning situation led by a faciliator who leads a group to share ideas and solve problem. Facilitators generally have skills in moderating group discussions and maybe experts in the subject of discussion.

It reproduces a realistic situation that provides learners with the opportunity to analyze the circumstances as thought they were encountered in the course of bisiness. It lets learners investigate, study and analyze the situation and then discuss possible solution with the group. Solution are developed and presented to fellow learners.

It is an interactive training method that provides the learner with opportunity to try new skills or practice procedures in a setting that doesnt endanger the inexperience trainee, co-worker or the public.

This training is a form of simulation method. It allows inexperienced workers to become familiar with and gain experience using equipment that either is hazardous or requires a level of speed that can be attained only with practice. This method is commonly used to train equipment operators in the construction industry and to help retail clerks to gain speed at the checkout counter.

They are based on method of instruction in which ideas are examined in a question and answer format. A question may be posed by a seminar leader at the beginning of the seminar and discussed by participants to gain a full understanding of topic.

This method of training can be used as a part of an on the job training program or combined with lecture program. The method involves the trainer explaining the process or operation, demonstrating it on the equipment and then having the learner perform it under the guidance of the trainer.

In this method of training an inexperienced worker is paired with experienced supervisor or co-worker who uses variety of techniques to provide the worker with information and hands on experience necessary to do the job.

This training is used to correct performance problems in highly technical or hazardous professions. The trainee is provided with opportunities to practice and demonstrate the necessary skill or knowledge until the required level of proficiency is mastered.

1. What information is to be covered
2. Who will be attaining the training
3. Experience level of participants
4. Availability of technology

It provides the same contents to group of employees in a classroom setting. It is effective for small groups when providing the same information to everyone in the group.

It is directed by learner who determines what, when and where the learning will occur. It may be based on a defined program and involve a trainer or mentor but is controlled by learner.

They are also referred as self paced training and is forerunner of computer based training (CBT). The learner progresses from lesson to lesson in a predesign course of instruction as mastery of the objective is attained. This method allows the learners to progress at their own rate. Useful for disseminating facts and concepts, refreshing previously learned skills or expanding a learners knowledge in a field that is already familiar.

Electronic leaning (E-learning), Web-based training (WBT), computer based training (CBT), self directed learning (SDL), mobile learning (M-Learning), video conferencing, simulation, multimedia and social networking sites and discussion boards. These techniques can be synchronous means occuring at the same time with the instructor or asynchronous means selfpaced, depending on the content the training goals and an analysis of the training barrier.

1. Electronic Performance Support Systems (EPSS)
2. Computer Based Training (CBT)
3. Distance Learning
4. Blended Learning
5. Online Bulletin Boards

It is a training tool integrated in the computer system used by employees on the job. It allows instant access to information that helps them complete tasks more effectively.

It is an interactive training method that combines elements of lecture, demonstration, one on one and simulation methods thus allowing the learner to have real world learning experience. They are programmed instuction method.

Sometimes referred to as virtual classrooms is similar to lectures and allows simultaneous training to occur in geographically dispersed multiple location. It allows participants to communicate with presenters and participants at other location.

It uses multiple delivery methods to enhance the learning experience. The term is used to describe different ways of combining delivery methods.

It allows trainees to post question and share information with each other. They may be supervised or facilitated by a leader who is knowledgable in the subject matter and acts as a resource for the participants.

The 4 stage of training in which the trainer or facilitator sets up program schedule, creates the agenda and notifies participants about the training.
1. Facility
2. Trainers
3. Schedules

1. Theater style seating
2. Classroom style seating
3. Banquet style seating
4. Chevron style seating
5. Conference style seating
6. U-shaped style seating

It is best for training when lectures, films, or video presentations are used. This seating style accomodates largest number of people in any space.

It is best for training situations when participants will be listening to presentation using manuals or handouts and taking notes.

It is best for training situations in which participants will be taking part in small group discussions and interacting with each other in addition to participating in activities as a single group.

It is best for training situations in which participants will be interacting with instructor and each other. Useful for large groups and where participants will be engaged in several activities, lectures, films, or video presentation in addition to interacting with others. Can be used with or without tables.

It is best when participants are of equal status and the training is led by a facilitator instead of an instructor. Provides for maximum interaction between individuals e to but is not condusive to visual aids.

It is effective for collaborative training situations when presentations and discussions will take place. The centre may be used for additional seating or for role playing.

The ultimate goal of the training is to improve performance on the job. and it takes place when learning occurs away from the regular work environment and must then be applied to the real job situation.

Last stage of training phase which involes transfer of training, formative and summative evaluation.

It is a process used to design phase of training and involves testing or previewing the content prior to final delivery to ensure that it will result in the desired behaviors.

Model developed by Donald Kirkpatrick 4 levels of evaluation of training :
1. Reaction
2. Learning
3. Behavior
4. Results

They involve a focus group of participant used to evaluate the relevance of the content and delivery methods to the stated training objectives followed by feedback and influence on final decision

It measures the initial reaction of the participants at end of the training.

It uses a test to measure whether the particiapants learned the information that was presented.

It measures job performance between 6 weeks and 6 months after training.

It provides feedback most meaningful to business like did training have impact on business results?

All employees in the organization are reviewed at the same time and is difficult for managers as well as for HR coz sheer volume of revirews that must be completed.

1. Comparison Methods
2. Rating Methods
3. Narrative Methods
4. Behavioral Methods

1. Ranking
2. Paired Comparison
3. Forced Ranking

1. Rating Scales
2. Checklist

1. Critical Incident
2. Essay
3. Field Review

Behaviorally Anchored Rating Scale (BARS)