Mais conteúdo relacionado Semelhante a Engaging your participants -a how-to guide to corporate training white paper -- dec 2010 (20) Mais de The Blockchain Academy (20) Engaging your participants -a how-to guide to corporate training white paper -- dec 20103.
Recruit,
Overview
Summary
training d
when it co
even mor
will exam
functions,
selection,
The "new
all of us to
resources
examine t
first take
to get inv
departme
discussion
training's
we are ta
involved i
some orga
a training
examine t
your servi
First, as w
environm
with fewe
organizat
it may not
hand, som
have been
continuin
shaky reco
fact that s
employee
forward. W
our organ
cycle of h
may be an
training w
Next, rem
especially
people‐or
environm
Select, Deve
w
: In today's to
epartments m
omes to the h
e than ever b
ine the role o
, such as recr
developing e
" economic e
o do more wi
s, both human
training's role
a look at why
olved when w
ents to manag
n is based on
involvement
king a "volun
n those funct
anizations ma
‐HR joint ven
the situation
ices.
we've mention
ent requires
er resources.
ions, hiring m
t be a priority
me industries
n hiring durin
g to hire even
overy. Where
selecting and
es is going to
We don't' wa
nizations' hard
iring and re‐h
n economic n
with HR functi
member that m
y the instructo
riented, just l
ent where po
elop, and Re
ough environ
may need to "
human resour
before. In this
of training in m
uiting, emplo
employees, a
environment i
th less in the
n and financia
e in HR functio
y we would ne
we have our o
ge. Keep in m
the potentia
in HR functio
tary" look at
tions. In othe
ay not be the
ture, so be su
closely befor
ned, the new
everyone to d
In some indu
may be moving
y in others. O
with high tur
ng the recessi
n during the s
ever you are,
retaining the
be vitally imp
nt to spend t
d‐earned cash
hiring. So it se
ecessity to in
ions.
many training
ors and facilit
ike HR's front
otential empl
etain 1:
ment,
"pitch in"
rces function
s series, we
major HR
oyee
nd retention.
is calling for
form of
al. As we
ons, let's
eed or want
own
mind that our
l for
ons, and that
getting
r words,
right fit for
ure to
e offering
economic
do more
stries and
g again, but
n the other
rnover may
on and are
slow and
consider the
e right
portant going
too much of
h on a repeat
eems that it
nvolve
g personnel,
tators, are
t line. In an
oyees can
.
t
see r
may
toge
real
But b
fit in
train
how
depa
vario
how
train
proc
care
staff
why
the f
whic
Train
care
you'v
train
durin
prog
next
time
serve
too b
As w
shou
offen
perfo
offer
with
learn
the m
shar
prog
after
com
but a
with
may
whic
majo
selec
right through
be necessary
ether to ensur
‐ and not just
beyond all of
n with the ove
ning departme
w they do it. Fo
artment may
ous levels. In
w the most qu
ning, react to
cedures, and m
ers. On the o
f can probably
candidates fa
first 90 days.
ch we will disc
ning can also
er path, even
ve taken the
ning program,
ng economic
gram to help p
t move can be
e during their
es as a caree
busy in other
we discussed,
uld be undert
nd or indicate
orming. So th
r the assistan
hout 'muscling
n in this serie
most part, mu
re with HR is b
grams, or into
r training. It m
posite picture
after that HR
h what you've
want to offe
ch you and yo
or HR functio
ction. Natura
h a false posit
y to use HR a
re that the "p
t "lip service.
f this, how exa
erall HR pictu
ents know wh
or example, y
handle new‐
that role, you
alified candid
the company
move on to h
other side of t
y pinpoint a f
ail either in tr
These are bu
cuss in detail
take people t
n before they
time to build
, even if it ha
uncertainty,
people figure
e. And you ca
careers. In th
r counselor, e
r areas.
no move into
taken in a way
e that HR per
he question h
nce of the trai
g in'?" First, u
es as a market
uch of the inf
built in to you
o the evaluati
may take a litt
es of success
may be able
e provided. Bu
er a slightly m
our departme
ns, like recru
lly the trainin
ive attitude, i
nd training
people proces
"
actly does tra
re? For starte
ho succeeds ‐
your training
hire training
ur instructors
dates survive
y's policies an
have successf
that, your tra
few good reas
raining or wit
uilt‐in benchm
.
through their
embark upo
d an effective
s been on ho
you can use t
e out what the
n do this at a
his sense, trai
especially if H
o assisting HR
y that would
rsonnel are no
ere is, "How
ining departm
use what you'
ting campaign
formation you
ur training
on of particip
tle work to b
ful job candid
to move forw
ut if you can,
ore active ro
ent participate
itment and
ng role grows
3
it
ss" is
aining
ers,
‐ and
at
s see
nd
ul
ining
sons
thin
marks,
r
n it. If
ld
the
eir
any
ining
HR is
R
ot
do I
ment
'll
n. For
u can
pants
uild
dates,
ward
you
le, in
e in
4.
when it co
but why n
Overall, y
on the fac
assistance
that we've
training ro
recruitme
2: Recru
Summary
one of the
organizat
the hiring
look at ho
HR in recr
An organi
important
Consider t
rate near
metro are
likely field
two posit
trade is de
fit," it may
they have
candidate
important
recruiting
First, rem
view of ho
some orga
for weeks
becoming
employee
great kno
succeed, a
organizat
already be
let's face
concerned
people th
efficiently
departme
omes to deve
not offer help
our approach
ct that econo
e, both now a
e taken a bro
ole in HR func
ent.
iting
: The recruiti
e most impor
ion. After all,
g cycle has to
ow the trainin
ruiting.
zation's recru
t job, especia
this: with a n
10 percent, w
eas even high
ding hundred
ions. Althoug
etermining w
y be easier w
e a highly con
es. That's why
t for training
g process.
ember that t
ow people do
anizations, ne
s, with trainer
g very involve
es up to speed
wledge of wh
and how they
ions, training
e sharing this
it: in less diffi
d with its bot
rough the ne
y as possible.
ent was doing
elopment and
p on the front
h can be one t
mics dictates
and in the lon
oad overview
ctions, let's m
ng function is
rtant within th
if recruiting g
kick into ove
ng departmen
uiters perform
ally in this env
ational unem
with some sta
er, recruiters
s of resumes
gh recruiters'
who is the pot
with so many r
crete view of
y it may be ju
to get involve
raining has an
o after they ar
ew hire traini
rs and facilita
ed in bringing
d. In this way
ho succeeds, w
y do it. In som
departments
s information
icult times, tr
ttom line and
ew hire proces
If your trainin
g this, can you
d retention,
end as well?
that focuses
s your
ng run. Now
of the
move to
s perhaps
he
goes wrong,
rdrive. Let's
nt can assist
m a vitally
vironment.
mployment
ates and
s are most
for one or
stock and
ential "right
resumes if
f the best job
st as
ed in the
n in‐depth
re hired. In
ng may last
tors
the new
, training has
why they
me
s may
with HR. But
raining was
getting
ss as
ng
u honestly
s
t
say t
with
or "p
Sit d
this t
able
quic
attri
perfo
the s
befo
Once
them
find
thing
eithe
area
Man
othe
over
enth
reall
HR t
facili
recru
com
bala
know
the b
In a
them
hirin
facili
or sh
here
them
not o
also
like t
hired
In th
effic
can s
own
chat
that they sha
h HR? If not, c
profile" of the
own with you
topic ‐ chanc
to construct
kly. Have the
butes, and at
ormers. Alter
same aspects
ore training en
e you have cr
m with your re
that recruite
gs you found
er way, your c
a will be valua
ny organizatio
er recruiting e
rview, training
husiastic playe
y help in attr
he services o
itators, even
uiting event.
bination of H
nce of enthus
wledge of wh
best candidat
related area,
mselves up as
ng begins. For
itator attends
he can allude
e now and wil
m during the o
only encoura
a form of adv
they are goin
d.
he way of mar
cient and well
serve as a wa
. For example
ts with recruit
red any kind
consider creat
e best candid
ur staff and s
es are that in
an accurate
m examine th
ttitudes of the
rnatively, hav
s of people w
nded or short
reated these
ecruiting con
rs did not kno
out, or mayb
continued co
able.
ons are attend
events. As we
g people are
ers, that is, th
racting talent
of your star tra
if it's for one
The group m
HR and trainin
siasm, couple
ich event par
tes for the op
training pers
s "coaches" ev
r example, if a
s a job fair wi
to the fact th
ll be there wh
on‐boarding
ging to a pote
vertising. No
ng to be alone
rketing and a
l‐constructed
alking adverti
e, as candidat
ters at hiring
of benchmar
ting a "roadm
ates in each j
imply brainst
nstructors wil
profile rather
he backgroun
eir best
ve them exam
ho either left
tly thereafter
profiles, shar
tacts. You ma
ow some of t
be they did. B
ontribution in
ding job fairs
e discussed in
generally
he ones who
. If you can, o
ainers or
afternoon
ay find that t
ng creates a g
ed with the
rticipants will
pen positions.
sonnel can se
ven before th
an instructor
ith a recruiter
hat the "coac
hen you need
process. This
ential recruit,
one wants to
e after they ge
dvertising, yo
training prog
sement on its
tes finish the
events, consi
4
rks
map"
job.
torm
l be
r
nds,
mine
t
r.
re
ay
he
But
this
or
the
can
offer
he
reat
l be
.
t
he
or
r, he
h" is
d
is
, it's
o feel
et
our
gram
s
ir
ider
5.
having the
few mom
potential
may recei
with your
even unus
but even
candidate
employer
hiring is re
along way
candidate
to come i
developin
little easie
Recruiting
many of t
and abilit
and hiring
selections
training ca
3: Emplo
Summary
may be ab
recruiting
employee
contributi
process.
If your de
recruiting
bring in a
when it co
responsib
HR. How c
even from
First, your
include m
should inc
process. I
managers
must take
hiring pro
as coachin
e instructors
ents to discu
career paths,
ive as they go
r organization
sual approach
in the curren
es may have a
rs. The fact th
epresented o
y in attracting
es. And with t
nto the organ
ng and retaini
er.
g tends to cre
hem with the
ies. Once the
g managers h
s. And this is a
an lend a han
oyee Selectio
: Although th
ble to take an
g process, the
e selection. Le
ions you can
partment has
g, you may ha
pool of talen
omes to selec
bility passes to
can training p
m a less direct
r overall train
management t
clude training
n some organ
s and those w
e a "core" of c
ocess, the ma
ng, corrective
or facilitators
ss the trainin
, and the sup
o through the
n. This may be
h for a recruit
t environmen
a few choices
at the "next s
on the front e
g the best and
those candida
nization, the p
ng them may
eate a pool of
e same knowl
y are in the p
ave to make
another area
nd.
on
he training de
n active role in
role is more
et's examine s
make to the s
s been able to
ve been able
nted job cand
ction, the maj
o the hiring m
participate in
t perspective?
ning program
training, whic
g on the entir
nizations, you
wanting to be
courses that t
nagement pr
e action, and
s take just a
g program,
port they
eir careers
e a novel or
ting event,
nt the best
of
step" after
nd may go
d brightest
ates poised
process of
y seem a
f candidates,
ledge, skills,
process, HR
their
where
partment
n the
indirect for
some
selection
o assist in
to help
idates. But
jor
manager and
this process,
?
should
ch, in turn,
re hiring
u'll find that
promoted
teach the
ocess, such
performance
evalu
orga
how
migh
To st
inexp
resu
envi
could
crea
does
even
want
twice
want
it or
horr
inap
man
durin
instit
to m
narro
a ma
brigh
wait
In ad
shou
crea
ques
mak
inter
crea
espe
num
forge
so th
jump
com
tech
eme
profe
abou
have
uation, and th
anization alrea
w the hiring tra
ht be the time
tart with, bot
perienced ma
me evaluatio
ronment whe
d still be rath
te your own
sn't need to b
n lend itself to
t to outsourc
e a year. But
t to train man
not, interview
rors, ranging f
propriate que
nagers taking
ng the intervi
tution within
make sure this
ow the candi
anager makes
ht candidates
ting for them.
ddition to the
uld focus on t
te job‐based
stions that wi
es decisions a
rviewing cour
te an effectiv
ecially if the m
merous people
et "who's wh
he template a
p‐start his or
munication s
niques to the
erge, they will
essional inter
ut them and t
e memorable
hen leadersh
ady does this
aining is set u
e to create a
th experience
anagers can u
on, especially
ere the pool o
her large. You
program in ta
be anything fa
o an online pi
ce this type of
more import
nagers on int
wees are rep
from hiring m
estions to tho
phone calls o
iew. As the ed
your organiz
s is not happe
dates down t
s interview m
s may just hav
.
e obvious, inte
teaching man
behavioral in
ill explain how
and works wi
rses should to
ve interview t
manager is int
e over a few w
o" after a ser
a manager cre
her memory.
skills and pane
e training. Wh
l be able to co
rviews, which
their organiza
"portraits" o
ip. If your
s, take a look
up. If not, now
program.
ed and
use a hand on
in an
of candidates
may be able
andem with H
ancy and may
iece. Or, you
f training onc
tantly, you wi
erviewing. Be
orting all kind
managers aski
ose same
or checking em
ducational
zation, you w
ening. What if
to one or two
mistakes? Thos
ve another jo
erviewing tra
agers how to
nterviewing
w a candidate
ithin a team.
ouch on how
template,
terviewing
weeks. It's ea
ries of intervi
eates should
. Finally, add
el interview
hen manager
onduct
h speak volum
ations, as wel
of each candid
5
at
w
n
s
to
HR. It
y
may
ce or
ill
elieve
ds of
ng
mails
ant
f you
o and
se
ob
aining
o
e
Also,
to
sy to
ews,
s
mes
ll as
date.
6.
Moving fr
departme
may be ov
interview
some of t
managers
questions
interview
even in ta
can be inv
make a di
To augme
hiring pro
staff use t
For examp
able to co
creating t
templates
they've un
those suc
the hiring
whether t
not.
The one c
selection
indirect, p
training p
people in
to believe
organizat
confined t
decision,
stakehold
represent
Next, we
that train
developm
4: Develo
Summary
human re
stock and
of the tra
we will ta
rom the actua
ent can also o
verworked try
s, so your hel
he burden. Fo
s may need to
s, their templa
s. In the abse
andem with a
valuable for a
fficult hiring
ent this assist
ocess or durin
their benchm
ple, your new
oach manager
heir interview
s using the su
ncovered ove
cessful traits
g manager wil
the candidate
caveat to train
is to rememb
passive role. T
ersonnel in o
an interview
e that no one
ion. Plus, the
to those who
such as hiring
ders, or huma
tatives.
will move int
ing has in the
ment and rete
opment
: The develop
esources is the
trade. As we
ining role in s
ke a deeper l
al training rol
offer support.
ying to recrui
lp internally m
or example, n
o discuss thei
ates, or even
ence of an HR
recruiter, yo
a manager wh
decision.
ance, either d
ng the training
arking to hel
w‐hire trainers
rs in the initia
w questions a
uccessful com
er time. If you
into interview
l be more ab
es have those
ning involvem
ber that it rea
Try to avoid h
on interviews.
may lead the
makes decisi
interviews sh
o will be maki
g managers, c
n resources
o the more o
e hiring proce
ntion.
pment compo
e training dep
e continue ou
some HR resp
ook at develo
e, your
Again, HR
it and set up
may take
newer
r interview
their
presence, or
ur assistance
ho is trying to
during the
g, have your
p managers.
s may be
al stages of
and
petencies
u translate
w questions,
le to judge
e traits or
ment in
ally is an
having
. Too many
e candidate
ions at the
hould be
ng the actual
colleagues,
bvious roles
ess:
onent of
partment's
r discussion
ponsibilities,
opment.
r
e
o
The
role
man
will t
dete
this a
First
such
base
and
place
have
"fun
form
appr
then
may
How
can r
impr
alrea
and
cons
train
The
desc
prom
invo
turn
this
obta
train
invo
certa
need
othe
beca
the p
lead
give
lette
narro
over
development
for training.
ny forms, whic
take a differe
ermining how
all‐important
t, let's examin
h as classroom
ed learning. D
its scope, you
e for just abo
e a formal tra
nel" for the r
mal training pr
roach, where
n go to online
also use one
wever your for
rely on HR to
rove each com
ady evaluatin
supervisor pe
sidered going
ning?
HR departme
criptive numb
motions, volu
luntary termi
over, HR will
is the case at
ain a profile o
ning. For exam
luntary termi
ain procedura
ds to be impr
er hand, if ter
ause of issues
problem coul
ership trainin
you will not s
er, but it will m
ow down som
rall training p
t of human ca
Development
ch we will rev
ent view on de
w we can best
t facet of day‐
ne formal trai
m, online, and
Depending on
u may have fo
out every pos
ining program
rest of the org
rogram may b
participants
e learning inte
e approach or
rmal training
help you eva
mponent. You
ng training fro
erspective, bu
g in tandem w
ent is usually
bers, such as p
ntary termina
ination. In ca
usually know
t your organiz
of what's happ
mple, if you fi
inations occu
al issues, perh
oved in those
rminations are
s with manag
d lie with ma
ng. Obviously
spell out the
more than lik
me improvem
rogram.
apital is a prim
t can come in
view. Howeve
evelopment b
leverage HR
‐to‐day busin
ning program
d social‐media
your organiz
ormal training
ition. Or, you
m that serves
ganization. Yo
be a blended
attend class a
erventions, bu
r the other.
is structured
aluate and
u are probabl
om the partici
ut have you e
with HR to eva
privy to
position turno
ation, and
ses of involun
w the reason.
zation, you ca
pening after
nd that
ur often becau
haps training
e areas. On th
e involuntary
ers or superv
anagement or
the data HR
problem lette
kely help you
ments to the
6
mary
n
er, we
by
in
ness.
ms,
a
zation
g in
may
s as a
our
and
ut it
, you
ly
ipant
ever
aluate
over,
ntary
If
an
use of
he
y
visors,
r
can
er for
7.
There are
employee
your orga
program?
an effectiv
Because O
with job p
take what
improve p
can't seem
OTJ progr
overall pr
Alternativ
compone
The key w
to have H
do. When
implemen
involved.
under dev
the recrui
can give t
candidate
on what s
you are lo
levels, suc
already di
beginning
environm
training ‐
With this
side" of e
career pat
informal t
5: Develo
Summary
functions,
terms of t
Before we
let's take
further st
As we've
role for tr
e other ways t
e developmen
nization have
? If not, on‐th
ve joint ventu
OTJ combines
progression, b
t they learn fr
programs. If t
m to make it p
ram, HR may
ofile of the b
vely, training
nts of the OT
with formal de
R on board w
n you begin lo
nting a new p
For example,
velopment or
iters in the pr
hem feedbac
e profile, they
skills manager
ooking to imp
ch as employe
iscussed, invo
g. This way, yo
ent where HR
and vice vers
in mind, let's
mployee dev
ths, coaching
training interv
opment 2
: As part of th
, we have exa
traditional lea
e leave the de
a look at how
eps together
discussed, de
raining, but th
to get involve
nt. For examp
e an on‐the‐jo
e‐job (OTJ) p
ure for HR an
s a learning in
both HR and t
rom OTJ resu
he people th
past certain p
need to look
est candidate
may need to
TJ program.
evelopment p
with what you
ooking at desi
rogram, get H
, if new hire t
r redevelopm
rocess. Just as
ck on the pote
y can give you
rs are really lo
plement traini
ee selection,
olve HR from
ou are creatin
R is closely al
sa.
s move on to t
elopment, wh
g, mentoring,
ventions.
he training ro
amined devel
arning interve
evelopment c
w training and
.
evelopment is
here are ways
ed with HR in
ple, does
ob training
rograms are
d training.
ntervention
training can
lts and
at are hired
points in the
back at the
es.
improve the
programs is
u are trying to
gning and
HR personnel
raining is
ent, involve
s your area
ential
u feedback
ooking for. If
ing at other
which we've
the very
ng a team
igned with
the "other
hich involves
and other
ole in HR
opment in
entions.
component,
d HR can take
s a primary
s that HR and
o
e
train
We'v
deve
deve
One
deve
curri
curri
with
who
com
prog
deve
furth
esse
the m
deve
one
expe
area
logic
posit
mov
assu
depa
whic
as w
man
addi
succ
prof
certa
supe
whe
requ
are d
accu
cred
Next
"cros
that
com
deve
parti
certa
men
ning can cross
ve looked at m
elopment, so
elopment ave
of the first av
elopment is th
iculum develo
iculum, traini
h managers, s
do the jobs i
petencies or
grams. This in
elopment, bu
her to career
entially a colle
most logical s
elopment. Th
position to a
ertise, or takin
a. For example
cally move int
tions, but in s
ve into roles s
rance. With c
artment's def
ch positions p
well as how de
nagers envisio
tion, just as y
cess in new hi
ile of who wo
ain roles. For
ervisors may b
reas the qual
uire more ana
developed as
urate and will
ibility of the t
t, coaching an
ssroads" for H
coaching and
ponents of b
elopment. Co
icular piece o
ain set of skil
ntor takes a ge
s in this impo
more traditio
now let's exa
enues for trai
venues for em
hrough caree
opment. In te
ing is usually
upervisors, a
in order to de
skills are incl
n itself is a for
t consider tak
paths. The ca
ection of curr
steps in an em
is could mean
nother within
ng a logical st
e, call center
to supervisor
some situatio
such as analys
career paths,
finite partner
people are mo
epartment an
on those care
you can give f
re training, H
orks best whe
example, the
be more peop
lity assurance
alytical skill. C
a partnershi
also help inc
training prog
nd mentoring
HR and traini
d mentoring a
oth formal an
oaches typical
of performanc
ls or function
eneral focus i
rtant function
onal forms of
amine other
ning and HR.
mployee
er paths and
erms of
going to wor
nd the people
etermine wha
uded in train
rm of
king it a step
areer path is
icula that ma
mployee's
n moving from
n one area of
tep into anot
employees c
y roles from l
ons they can a
sis or quality
HR is the tra
r. HR can tell y
oving to and f
nd division
er steps. In
feedback on
HR can provid
en promoted
e call center
ple oriented,
e position ma
Career paths t
p with HR wil
crease the
gram as a who
g are also
ng. Keep in m
are two separ
nd informal
ly focus on a
ce, such as a
ns, whereas a
in helping a
7
n.
k
e
at
ing
ke up
m
her
an
lower
also
ining
you
from,
e a
into
y
that
ll be
ole.
mind
rate
8.
person wi
career ski
program,
from the
superviso
skills are m
and in ma
Coaching
formal pro
as an asso
improvem
formal co
work toge
reward bo
In a ment
informal,
progressio
moves. W
and traini
mentor p
mentors o
compone
HR than t
mentor is
certainly l
and helpin
Other info
exist as jo
For examp
a social ne
discussion
the case,
the social
is accurat
HR and tr
can also b
network.
make sure
joint vent
assure tha
moderato
departme
The final a
together i
ith his or her
lls. When you
much of you
people on the
rs. These gro
missing from
any cases can
can be forma
ogram can le
ociate's perfo
ment is docum
aching progra
ether to track
oth associate
oring arrange
the focus bec
on and prepa
With an effecti
ng can work
rogram, as w
on their roles
nt is probably
he coaching c
focused on t
lend a hand in
ng it move fo
ormal routes
oint ventures
ple, the ment
etworking co
n board, blog,
HR and traini
network and
e and approp
aining featur
be part of an i
The key with
e exchanges a
ture between
at informatio
ors present th
ents.
area where tr
is retention, s
career path a
u look at a co
r information
e jobs and the
ups typically
an associate'
take over as
al or informal
ad back to ca
ormance and
mented. In the
am, HR and t
k, change cou
s and their co
ement, wheth
comes a pers
aredness for c
ive set of care
together to m
ell as to educ
. In fact, the m
y more of a cr
component. B
the overall ca
n preparing t
rward.
for developm
between HR
tor program m
mponent suc
, or chat feat
ing together c
d ensure that
priate for that
es such as ca
informal or fo
such interve
are monitore
HR and train
n is monitore
he perspective
raining and H
so we will loo
and general
aching
n may come
eir
know what
's "toolbox"
coaches.
, but a
areer paths,
e case of a
raining can
rse, and
oaches.
her formal or
on's overall
career
eer paths, HR
monitor the
cate and train
mentor
rossover for
Because the
reer, HR can
he program
ment may
and training.
may include
ch as a
ure. If this is
can monitor
information
t medium.
reer paths
ormal social
ntions is to
d. With a
ning, you can
ed and that
es of both
R can work
ok at the
R
n
gene
com
6: G
Sum
can h
our d
discu
the l
In te
both
talen
repe
gene
invo
prog
prog
for r
train
emp
One
gene
evalu
cont
depa
man
certa
their
prog
In ot
what
the w
lead
likely
tend
a new
even
don'
they
hires
insig
Next
This
buy
eral and leade
ponent of em
eneral Rete
mary: Both h
have a big im
discussion of
uss both gene
leadership lev
erms of retent
h together an
nt acquisition
eatedly for th
eral, retention
lves fine‐tuni
grams, as wel
grams as a po
retention. Let
ning departme
ployee retenti
of the first it
eral retention
uation of new
tinuous opera
artment, but
nagers who su
ainly evaluate
r supervisors,
gram itself fro
ther words, e
t the manage
wrong skills o
to the skills,
y to misconne
d to be in grea
w hire who ju
ntually self‐se
't want those
y did not get t
s' managers c
ght on how w
t, consider cro
is another ar
in from both
ership levels f
mployee deve
ention
human resour
mpact on emp
training roles
eral retention
vel.
tion, HR and
d separately
n cycle does n
e same group
n from the tra
ing and monit
l as using tho
otential source
t's take a look
ent can assist
ion.
tems to look a
n is new hire t
w hire training
ation for the t
don't forget t
upervise new
e new hire pe
, but be sure
om the manag
nsure that ne
ers need. If yo
or the wrong
new hires an
ect. And unha
at danger of l
ust wasn't the
elect anyway,
perfect fits le
the training th
can give you q
ell prepared t
oss training a
rea where you
HR and mana
for ideas in th
elopment.
rces and train
loyee retenti
s in HR, we w
n and retentio
training can w
to ensure tha
not have to ru
ps or position
aining perspe
toring all
ose training
e of advertisi
k at how the
t HR with
at in regard to
training. Obvi
g should be a
training
to evaluate th
hires. You sh
erformance vi
to examine th
gers' perspec
ew hire traini
ou are teachin
procedures th
nd managers a
appy new hir
eaving. Of co
e right fit will
but you defi
eaving becau
hey needed.
quite a bit of
they are.
as a retention
u'll want to g
agers, but in
8
his
ning
on. In
will
on on
work
at the
un
ns. In
ective
ng
o
iously
a
he
hould
ia
he
ctives.
ng is
ng
hat
are
es
ourse,
nitely
se
New
n tool.
et
9.
today's en
Cross trai
training o
prove an
employee
and to be
needed. B
tool? Emp
the organ
likely to st
Also, be s
In any dis
know that
useless un
most part
telling you
that know
constantly
you'll find
retention
Another w
through t
line. In to
that train
anyway. B
programs
impacted
customer
positions
ago or tw
become lo
items, you
Finally, try
possible.
online de
change. E
and traini
discussed
take on m
of work ti
from a tra
away for t
positive im
alternativ
example,
nvironment t
ning does not
r line manage
excess of staf
es can learn to
prepared to
But how is cro
ployees with m
nization and it
tick around.
ure to "listen
cussion of tra
t an evaluatio
nless you do s
t, trends in tra
u something a
wledge. As yo
y aligned with
d that this alig
.
way to look at
raining is to t
day's econom
ing managers
But look at th
teach and fig
the organiza
service bette
lower or high
o years ago?
ower? If you
u may also im
y to make tra
If certain pro
livery, take th
mployees ne
ng at all time
, many of the
more responsi
me. If you ca
aining locatio
the duration
mpact on rete
ve methods to
we've discus
his may be fa
t necessarily
ers are attem
ff. It simply m
o do more wi
take over wh
oss training a
more knowle
ts operations
" to training
aining evaluat
on, at whatev
something wi
aining evalua
and you shou
ur programs a
h employees
gnment may i
t general rete
truly examine
mic environme
s are forced t
e competenc
gure out how
tion. For exam
er? Is turnove
her than this t
Have operati
can link train
mpact retentio
aining as acce
grams lend th
he plunge and
ed access to
es, but, as we
em are being
bility in the s
n cut out trav
n, not to men
of training, th
ention. Consid
o training, as
sed social me
airly easy.
mean that
mpting to
means that
th less staff ‐
herever
retention
edge about
are more
evaluations.
tion, we
ver level, is
ith it. For the
tion are
uld act upon
are
and jobs,
impact
ention
e the bottom
ent, it's likely
o do this
cies your
w those have
mple, is
er in certain
time a year
ional errors
ing to these
on.
ssible as
hemselves to
d make the
information
've
asked to
ame amount
vel to and
ntion time
his is also a
der
well. For
edia roles in
y
train
com
know
stays
In re
invo
a ret
selec
draw
unde
path
it.
Next
in HR
the l
6: Le
Sum
roles
lead
Rete
at an
can b
their
may
and
high
posit
have
take
retai
One
simil
ensu
have
Your
man
hum
orga
inclu
the c
docu
ning, as well a
bination of th
wledge out an
s focused ‐ an
egard to HR, b
lved in adver
tention tool. A
ction, the tra
w, especially i
erstands that
h and the train
t, we will finis
R functions w
leadership lev
eadership R
mary: In our
s in HR, we w
ership level.
ention can be
ny level, but r
be more diffi
r leadership s
begin to ope
industry know
potential lea
tions that the
e. For these re
a closer look
ining leaders.
of the first p
lar to our firs
ure that new
e all of the too
r best subject
nagers and su
man resources
anizations cre
udes HR law a
corrective act
umentation p
as coaching an
hese method
nd ensure tha
nd happy on t
be sure to get
rtising training
As part of rec
ining program
f a potential
t he or she wi
ning interven
sh our series
with a discussi
vel.
Retention
final discussi
will examine re
a difficult tas
retention at le
cult. As empl
styles and abi
en for them. T
wledge, high
aders have kn
e generally pu
easons, it is n
k at the traini
.
oints in leade
t point in gen
managers an
ols they need
t matter expe
pervisors the
s. For example
eate a course
and policies, t
tion process,
process. After
nd mentoring
s can push
at the workfo
the job.
t the departm
g ‐ and using
cruitment and
m can be a big
employee
ll have a care
ntions to supp
on training ro
ion of retenti
on of training
etention at th
sk for employ
eadership lev
oyees develo
lities, new do
Through netw
professional
nowledge of
ublic may not
necessary for
ng role in
ership retenti
neral retentio
d supervisors
d to be succes
ert, aside from
emselves, may
e, many
package that
the hiring pro
and the HR
r supervisors m
9
g. The
orce
ment
it as
d
g
eer
port
oles
on at
g
he
yees
vels
op
oors
works
and
t
us to
ion is
on:
s
ssful.
m
y be
t
ocess,
move
10.
through t
deeper m
Leadershi
compone
Both poor
can lead t
those em
organizat
should be
financial,
as well as
on the oth
what char
within you
programs
is where H
create no
competen
effective l
Keep in m
training d
confined t
especially
organizat
leaders be
opportun
definitely
as colleag
the leade
adding tra
high pote
leading la
ambiguou
organizat
populatio
should be
roles whe
organizat
the mana
leadership
them read
Another w
managers
departme
top. Pay s
his package, t
anagement a
p and manag
nts of the tra
r managemen
to a loss of em
ployees are fa
ion. In terms
e ongoing and
personnel, an
motivation a
her hand, is a
racteristics su
ur organizatio
that create t
HR and trainin
t only the lea
ncies but also
leadership be
mind that reta
oes not nece
to managers
y in this econo
ions have com
ecause of a la
ities. In other
keep an eye
gues and wou
rship bench. T
aining interve
ntial audienc
terally, team
us situations,
ional knowled
on should not
e prepared to
en they becom
ions choose l
gement cour
p pool both to
dy to move u
way to retain
s are involved
ent's efforts, f
special attent
they can mov
and leadershi
gement are th
ining role in r
nt and poor le
mployees, esp
airly new wit
of managem
d cover opera
nd project ma
and influence
an opportunit
uccessful lead
on and establ
those charact
ng can collab
adership prog
o the plans for
ench.
ining leaders
ssarily have t
and superviso
omic environm
me to rely on
ack of promot
r words, you s
on the peopl
ld be great ad
To do this, co
entions that t
e. Topics can
work, taking
and even ind
dge pieces. T
only be retai
step into ma
me available.
ateral leaders
se package o
o retain them
p.
leaders is to
d in the trainin
from the bott
ion to career
ve on to
p instruction.
he next two
retention.
eadership
pecially if
h the
ent, training
tions,
anagement,
. Leadership,
ty to explore
ders have
lish
teristics. This
orate to
gram
r building an
through
to be
ors,
ment. Some
their lateral
tional
should
e who lead
dditions to
onsider
arget this
include
the lead in
dustry or
his vital
ned but
anagement
In fact, some
s to go into
r the
m and to get
ensure that
ng
tom to the
paths and
.
e
job‐b
mob
unde
nece
as a
invo
crea
In th
train
recru
and
func
on y
impo
HR f
One
how
nece
HR o
are a
that
own
whe
hand
envi
with
pers
hum
based curricu
bility. By doing
erstand that t
essary and tha
motivational
lved in the ad
ting another
his series, we
ning plays in H
uiting, emplo
retention. Th
ctions can be
our organizat
ortant to rem
unctions sho
of the ways t
w training can
essary. Altern
on a regular b
and what the
your assistan
projects and
re your abilit
dy. Finally, re
ronment is ca
h less ‐ and th
pective for in
man resources
ula that highli
g this, the lea
they can be s
at they can u
tool. When l
dvertising of t
way to retain
have examin
HR functions,
oyee selection
he training ro
direct or indi
tion and its st
member that n
uld be unwan
to ensure this
help and offe
natively, consi
basis to deter
y need. But a
nce will come
d initiatives, s
y to balance w
member that
alling on all o
is is a great m
nvolving train
s functions.
ght the path
aders will
ucceeded if
se the career
eaders get
training, you
n them, as we
ed the role
namely
n, developme
le in these
rect, depend
tructure. It's a
no assistance
nted or forced
s is to unders
er assistance
ider meeting
mine where t
also keep in m
e at a cost to y
o this is a spa
will come in
t the current
f us to do mo
marketing
ing in some
10
for
r path
are
ell.
ent,
ing
also
with
d.
stand
as it's
with
they
mind
your
ace
ore
12.
Fina
a firm
train
profe
area
Blen
train
train
resu
their
Finan
ancial Trainin
m made of u
ning and co
essionals w
as of banking
nded learni
ning method
ning tools, c
ult pays imm
r practical ap
For fu
ncial Training
Bryan
http
http://www
http://
T
Te
bryant.nie
Cap
ng Solutions
up industry
onsultancy t
who have ex
g and financ
ng is the p
ology, integ
reates a un
mediate divid
pplication in
rther informa
g Solutions
t Nielson,
p://www.Ca
w.Financia
/www.Your
Tele US: +1
ele UK: + 44
elson@finan
Delivering
pital
s (FTS), the
professiona
to banks a
xtensive kn
ce.
philosophy o
rating theory
iquely exciti
dends in th
the financia
ation, please
is a division
Managing
apitalWave
lTrainingS
rTrainingE
(917) 477-3
4 (20) 3356 9
cialtrainings
g Innovativ
lWav
instructor-le
ls having a
nd other fi
owledge, ex
on which th
y with pract
ng and effe
e retention
l marketplac
e contact:
of CapitalW
Director
e.com
Solutions.c
dge.com
3221
9935
solutions.com
e Training
ve In
ed division o
reputation fo
nancial inst
xperience a
he company
ice using ou
ective learnin
of newly-le
ce.
Wave Inc.
com
m
Solutions
c.
f CapitalWa
or providing
titutions. FT
and expertis
y was found
ur own very
ng environm
earned conc
ve Inc. is
first-rate
TS offers
se in the
ded. Our
powerful
ment. The
cepts and
12