Shell, Microsoft, and DBS Bank all implement thorough onboarding programs for graduate recruits to help them transition smoothly into their new roles and organizations. The programs provide orientation, training, mentorship, networking opportunities and job rotations. They aim to ramp graduates up to productivity quickly and improve engagement and retention. Shell's 12-step program begins before hiring and includes a 5-month leadership program. Microsoft's includes a 2-year academy program focused on technical and soft skills development. DBS Bank provides extensive training, rotations with exposure to different businesses, and personalized learning roadmaps.
The document discusses the future possibilities of human resource development (HRD) in Malaysia's electronics sector. It summarizes the current state of HRD in Malaysian manufacturing firms, trends in US training budgets and programs due to economic downturn, and future possibilities for HRD including training delivery methods, organization development, and career development. It advocates expanding HRD departments' roles, developing learning cultures, and the Malaysian government supporting HRD through organizations like PSMB.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
KGWI 2014 What Talent Wants - Natural ResourcesKelly Services
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Natural Resources want.
Making employee training and development a tool for efficiency and effectiven...Alexander Decker
This document discusses employee training and development in Ghanaian universities. It begins by defining training and development, noting that training focuses on acquiring specific skills for a job, while development focuses on future career growth. The document then outlines some benefits of training and development, including improved employee performance, productivity and efficiency, higher staff retention which reduces costs, and internal promotion opportunities. It concludes by recommending that Ghanaian university management make training and development continuous to maintain and improve employee skills and motivate professional growth.
The document discusses training at Samsung. It provides details about:
1) Samsung's training programs which aim to develop leadership, marketing, engineering skills through various institutes and customized training.
2) The annual personnel evaluation process to assess employees' performance and potential.
3) Required safety trainings on chemicals, manufacturing processes, and emergency response.
4) Benefits and limitations of online and virtual reality training methods.
5) Importance of training in developing Samsung's success and addressing issues like unequal training quality across branches.
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
This document is CMI Scotland's submission in response to the Scottish Government's consultation on post-16 education. CMI Scotland supports expanding access to further education and increasing apprenticeships, especially in management. They believe management skills are important for business and economic growth. CMI Scotland offers management qualifications and works with the FE sector and employers to ensure qualifications meet needs. They encourage flexible learning pathways and greater emphasis on developing leadership skills across the education system.
The document discusses the future possibilities of human resource development (HRD) in Malaysia's electronics sector. It summarizes the current state of HRD in Malaysian manufacturing firms, trends in US training budgets and programs due to economic downturn, and future possibilities for HRD including training delivery methods, organization development, and career development. It advocates expanding HRD departments' roles, developing learning cultures, and the Malaysian government supporting HRD through organizations like PSMB.
Dell was facing challenges with employee training and development not keeping pace with the company's hyper growth. This led to declining performance and increased turnover. Dell addressed this by establishing a centralized corporate training team to develop comprehensive training programs. It adopted a 70/20/10 training model focusing on on-the-job learning, learning from others, and formal training. Dell also utilized stealth learning and online tools to make training part of employees' daily work in a cost-effective manner. These strategies helped Dell successfully train and develop employees to support its rapid expansion.
KGWI 2014 What Talent Wants - Natural ResourcesKelly Services
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Natural Resources want.
Making employee training and development a tool for efficiency and effectiven...Alexander Decker
This document discusses employee training and development in Ghanaian universities. It begins by defining training and development, noting that training focuses on acquiring specific skills for a job, while development focuses on future career growth. The document then outlines some benefits of training and development, including improved employee performance, productivity and efficiency, higher staff retention which reduces costs, and internal promotion opportunities. It concludes by recommending that Ghanaian university management make training and development continuous to maintain and improve employee skills and motivate professional growth.
The document discusses training at Samsung. It provides details about:
1) Samsung's training programs which aim to develop leadership, marketing, engineering skills through various institutes and customized training.
2) The annual personnel evaluation process to assess employees' performance and potential.
3) Required safety trainings on chemicals, manufacturing processes, and emergency response.
4) Benefits and limitations of online and virtual reality training methods.
5) Importance of training in developing Samsung's success and addressing issues like unequal training quality across branches.
The document provides information about evaluating and comparing job offers in the IT field. It discusses considering financial factors like salary, bonuses, benefits, expenses, and relocation packages. It also emphasizes examining company culture, such as values, reputation, leadership, work-life balance, and technology used. The document stresses assessing job challenge, responsibilities, management style, opportunities for professional growth, and ability to do impactful work. It provides a systematic approach to evaluating multiple aspects of potential job offers in order to make an informed career decision.
Many firms struggle to find top talent. This ins't a new problem, but solving it can be an enigma. The talent is out there, learn how to break the code and find more than your fair share.
New eBook on the business case for Recruitment Process Outsourcing.
This document is CMI Scotland's submission in response to the Scottish Government's consultation on post-16 education. CMI Scotland supports expanding access to further education and increasing apprenticeships, especially in management. They believe management skills are important for business and economic growth. CMI Scotland offers management qualifications and works with the FE sector and employers to ensure qualifications meet needs. They encourage flexible learning pathways and greater emphasis on developing leadership skills across the education system.
CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
Training and development through e learning a case studyTapasya123
Telecom sector plays an important role in supporting the growth of other
sectors of the Indian economy .Indian Telecom Industry has a multiplier
effect in the country and also contributes in the efficiency of the economy
India's internet industry is expected to contributes US$ 100 billion to
India's gross domestic product (GDP). With contributing of about 5.3% in
India’s GDP, telecommunications with Information Technology has
significantly accelerated the growth rate of the economic and social sectors
of India very clearly. In fact, the National Telecom Policy 2012 (NTP 2012)
works with a vision to transform the country into a more empowered and
inclusive knowledge-based country, using telecommunications as an
important platform. According to the World Bank, a 10% increase in
mobile penetration boosts per capita and GDP by 0.8% points in developing
nations. Through this paper researcher wants to discuss
telecommunication sector as a prime driver in accelerating India’s
economic growth. Indian Telecom Industry has a multiplier effect in the
country and also contributes in the efficiency of the economy.
This document discusses training and development in human resources. It notes that training and development is becoming increasingly important due to technological advancements, globalization, and changing worker needs. Factors like change, development, and addressing weaknesses are driving increased needs for training. Training can improve employee performance, consistency, and satisfaction. Different types of training are discussed like induction training, on-the-job training, and refresher training. Methods of training include succession training, off-site training, and supervisor contact.
The document discusses Procter & Gamble's human resources strategies, including recruiting, selection, training, and development. Procter & Gamble uses social media and online assessments as part of its rigorous recruiting process. It looks for specific skills and qualities in candidates and emphasizes diversity. Training focuses on developing core competencies and includes both online and in-person instruction tailored to individual needs. The document recommends evaluating training programs using metrics like workplace safety and productivity to demonstrate the impact on costs and revenue.
The Chartered Management Institute (CMI) welcomes the forthcoming Standards of competence and behaviour for senior NHS leaders in England, as they will help strengthen ethical standards for NHS Board members. However, CMI believes the Standards could be improved by greater emphasis on continuing professional development and leadership skills. CMI also urges that the Standards apply to all NHS management levels and that implementation and enforcement plans are coordinated across relevant organizations to ensure the Standards are effective.
Need for Process Management in IT and ITESASQ India
Chandra Kumar Raman has 21 years of experience in quality processes and delivery excellence. He currently works at HP leading their quality operations and driving various initiatives. He is also the president of SPIN Chennai, a forum for software professionals to exchange ideas on software process improvement. SPIN Chennai aims to establish a leadership forum for open exchange of SPI experiences and ideas to promote higher levels of process maturity and software quality.
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
For an organisation human resource is an altogether important asset.
Skills and knowledge of people are the driving force of growth and social
development. Training and Development ensure that employees may
develop competencies and maximise their potential. The major factor
hindering employees training are time and budget. The emerging trends in
technologies require development of new skills and knowledge so as to
meet the emerging challenges. Therefore, companies are nowadays
focusing on advanced and effective training methods to train and develop
their people. E-learning is becoming a dominant tool that is widely used in
organisations worldwide for the purpose of employee training. This case
study identifies the use of E-learning for training and development
processes within the organisations being studied.
Presentation on Training &Development in L&T,ChennaiTania Dhar
(1) L&T Construction conducts site-based training programs called DESI (Diagnostically Evolved Site Intervention) to develop the skills of employees working at construction sites. (2) The study aimed to measure employee perceptions of the DESI program and assess whether it helped acquire knowledge/skills and improved performance. (3) Findings showed employees were generally satisfied with the training and felt it developed their soft skills, though some felt it took time to implement lessons. However, the results were limited by the study duration and sample size.
This document summarizes a research paper that examines training and development practices in public and private banks in Kenya and India. The paper aims to analyze problems in training and development and suggest improvements. It reviews literature on training and development and establishes the need for the study. The objectives are to examine the role of training in empowering employees, compare policies for human resource development, study training methods, and understand employee attitudes toward training. Hypotheses are that employee characteristics are unrelated to training empowerment and sectors differ in human resource policies. The research design is an exploratory survey comparing managers and employees in both countries' banking industries. Data collection methods include questionnaires, interviews, and documents. Statistical analysis includes measures of central tendency, t-tests
This document discusses pay for learning programs that companies offer employees to increase skills and job knowledge. It provides examples of different types of programs like education assistance, on-the-job training, certifications, and professional development opportunities. These programs benefit both employees and employers by improving employee performance, retention, and reducing costs associated with turnover. When companies invest in their employees' learning and growth, it increases job satisfaction and motivation.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Hire and Inspire – A New Approach to Graduate RecruitmentThe HR Observer
This document discusses the need for a new approach to graduate recruitment. It notes that employers struggle to find qualified graduates while graduates struggle to find engaging jobs. It presents data on the number of overseas students and those seeking local employment. It advocates that HR must provide clarity on competitiveness, investment choices, employee value propositions, what motivates graduates, and deliver talent intelligence proactively. Recruitment functions are asked to step up by optimizing spending, improving sourcing strategies, building needed talent pools, and acting as talent advisors through leveraging data and analytics.
Training and Development Practices and Employees’ Performance in Selected Man...Dr. Amarjeet Singh
Managing workforce diversity in manufacturing organisations has been a problem all over the world including Nigeria. Manufacturing organisations in Nigeria continue to experience occasional drop in performance due to employees’ apathy and non-challant attitudes as a result of high level of dissatisfaction caused by inadequate attention to training and development practices. This study assessed the relationships between training and development practices and employees’ performance in selected manufacturing companies in Nigeria. A cross sectional survey research design was employed, and out of the 1,568 copies of questionnaire that were administered proportionally in the selected manufacturing companies, 1,153 copies were retrieved and found useful. Data were analysed using descriptive statistics and the hypotheses were tested using Analysis of Variance (ANOVA). The results of the findings show f-statistics of 223.717 and so, there is a significant relationship between training and development practices and employees’ performance among Nigerians working in the selected manufacturing companies. Also, f-statistics of 244.391 shows a significant relationship between training and development practices and employees’ performance among other nationals in the selected MNCs. The study concluded that there are significant relationships between training and development practices and employees’ performance in selected manufacturing MNCs in Nigeria.
Senior capital & social organization (may 2013)Alycante
This document discusses two case studies of companies implementing social organization systems to facilitate knowledge transfer from senior staff to junior staff. For a manufacturing firm, a 16-month process is mapping skills, choosing experts, creating training plans, testing junior staff, and developing a social interface. An insurance firm mapped competencies and identified experts to transfer skills via an internal social network to enable quick staff rotation. Both aim to motivate senior staff and reward their training efforts using social technology for continuous, flexible learning.
The Importance of Training Courses Provided by the Department of Human Resour...inventionjournals
This document summarizes a study on the importance of training courses provided by human resources departments and how they can improve employee performance. The study finds that while UAE organizations offer training, the implementation has not been effective. Many employees are unaware of available training programs. Financial constraints also limit training budgets. The study aims to investigate training courses and practices to enhance human resource development. Its goals are to identify the best training for sustainability and examine challenges in implementing training.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
This document discusses censorship in George Orwell's novel 1984 and in the United States. In 1984, the Party censors any information that presents a negative view of the Party in order to maintain its image as a utopia. The Ministry of Truth is responsible for censoring documents and rewriting history. In the US, the Federal Communications Commission regulates content on television, radio, and the internet to censor profanity, nudity, and classified information. Examples are given of censorship through spam filters accidentally censoring intended meanings and of an individual having their last name censored and changed. The summary concludes that censorship is present both in 1984's dystopian society and in real life, though to different extents.
This document provides an overview of the LionsXII soccer team's recent victory in the Malaysian Super League and their upcoming participation in the Malaysia Cup competition. It discusses the team's chances of replicating the 1994 Dream Team's achievement of winning both the league and cup titles. The coach believes expectations are high but the team is staying focused on taking things one game at a time. It also provides background on the prestigious Malaysia Cup tournament and Singapore's past successes in it.
CMI is strongly supportive of the further education (FE) sector and welcomes Government’s proposals to give it more autonomy and flexibility, and to open up access for a greater number of people. We therefore welcome the widening of FE provision, especially in response to local demand and in collaboration with local and regional employers, but underline the importance of maintaining standards.
CMI and other professional bodies have an important role to play in collaborating with the FE sector and employers to ensure qualifications reflect employers’ needs, meet professional standards, provide professional recognition and provide continuing professional development (CPD) for learners.
Training and development through e learning a case studyTapasya123
Telecom sector plays an important role in supporting the growth of other
sectors of the Indian economy .Indian Telecom Industry has a multiplier
effect in the country and also contributes in the efficiency of the economy
India's internet industry is expected to contributes US$ 100 billion to
India's gross domestic product (GDP). With contributing of about 5.3% in
India’s GDP, telecommunications with Information Technology has
significantly accelerated the growth rate of the economic and social sectors
of India very clearly. In fact, the National Telecom Policy 2012 (NTP 2012)
works with a vision to transform the country into a more empowered and
inclusive knowledge-based country, using telecommunications as an
important platform. According to the World Bank, a 10% increase in
mobile penetration boosts per capita and GDP by 0.8% points in developing
nations. Through this paper researcher wants to discuss
telecommunication sector as a prime driver in accelerating India’s
economic growth. Indian Telecom Industry has a multiplier effect in the
country and also contributes in the efficiency of the economy.
This document discusses training and development in human resources. It notes that training and development is becoming increasingly important due to technological advancements, globalization, and changing worker needs. Factors like change, development, and addressing weaknesses are driving increased needs for training. Training can improve employee performance, consistency, and satisfaction. Different types of training are discussed like induction training, on-the-job training, and refresher training. Methods of training include succession training, off-site training, and supervisor contact.
The document discusses Procter & Gamble's human resources strategies, including recruiting, selection, training, and development. Procter & Gamble uses social media and online assessments as part of its rigorous recruiting process. It looks for specific skills and qualities in candidates and emphasizes diversity. Training focuses on developing core competencies and includes both online and in-person instruction tailored to individual needs. The document recommends evaluating training programs using metrics like workplace safety and productivity to demonstrate the impact on costs and revenue.
The Chartered Management Institute (CMI) welcomes the forthcoming Standards of competence and behaviour for senior NHS leaders in England, as they will help strengthen ethical standards for NHS Board members. However, CMI believes the Standards could be improved by greater emphasis on continuing professional development and leadership skills. CMI also urges that the Standards apply to all NHS management levels and that implementation and enforcement plans are coordinated across relevant organizations to ensure the Standards are effective.
Need for Process Management in IT and ITESASQ India
Chandra Kumar Raman has 21 years of experience in quality processes and delivery excellence. He currently works at HP leading their quality operations and driving various initiatives. He is also the president of SPIN Chennai, a forum for software professionals to exchange ideas on software process improvement. SPIN Chennai aims to establish a leadership forum for open exchange of SPI experiences and ideas to promote higher levels of process maturity and software quality.
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
For an organisation human resource is an altogether important asset.
Skills and knowledge of people are the driving force of growth and social
development. Training and Development ensure that employees may
develop competencies and maximise their potential. The major factor
hindering employees training are time and budget. The emerging trends in
technologies require development of new skills and knowledge so as to
meet the emerging challenges. Therefore, companies are nowadays
focusing on advanced and effective training methods to train and develop
their people. E-learning is becoming a dominant tool that is widely used in
organisations worldwide for the purpose of employee training. This case
study identifies the use of E-learning for training and development
processes within the organisations being studied.
Presentation on Training &Development in L&T,ChennaiTania Dhar
(1) L&T Construction conducts site-based training programs called DESI (Diagnostically Evolved Site Intervention) to develop the skills of employees working at construction sites. (2) The study aimed to measure employee perceptions of the DESI program and assess whether it helped acquire knowledge/skills and improved performance. (3) Findings showed employees were generally satisfied with the training and felt it developed their soft skills, though some felt it took time to implement lessons. However, the results were limited by the study duration and sample size.
This document summarizes a research paper that examines training and development practices in public and private banks in Kenya and India. The paper aims to analyze problems in training and development and suggest improvements. It reviews literature on training and development and establishes the need for the study. The objectives are to examine the role of training in empowering employees, compare policies for human resource development, study training methods, and understand employee attitudes toward training. Hypotheses are that employee characteristics are unrelated to training empowerment and sectors differ in human resource policies. The research design is an exploratory survey comparing managers and employees in both countries' banking industries. Data collection methods include questionnaires, interviews, and documents. Statistical analysis includes measures of central tendency, t-tests
This document discusses pay for learning programs that companies offer employees to increase skills and job knowledge. It provides examples of different types of programs like education assistance, on-the-job training, certifications, and professional development opportunities. These programs benefit both employees and employers by improving employee performance, retention, and reducing costs associated with turnover. When companies invest in their employees' learning and growth, it increases job satisfaction and motivation.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Hire and Inspire – A New Approach to Graduate RecruitmentThe HR Observer
This document discusses the need for a new approach to graduate recruitment. It notes that employers struggle to find qualified graduates while graduates struggle to find engaging jobs. It presents data on the number of overseas students and those seeking local employment. It advocates that HR must provide clarity on competitiveness, investment choices, employee value propositions, what motivates graduates, and deliver talent intelligence proactively. Recruitment functions are asked to step up by optimizing spending, improving sourcing strategies, building needed talent pools, and acting as talent advisors through leveraging data and analytics.
Training and Development Practices and Employees’ Performance in Selected Man...Dr. Amarjeet Singh
Managing workforce diversity in manufacturing organisations has been a problem all over the world including Nigeria. Manufacturing organisations in Nigeria continue to experience occasional drop in performance due to employees’ apathy and non-challant attitudes as a result of high level of dissatisfaction caused by inadequate attention to training and development practices. This study assessed the relationships between training and development practices and employees’ performance in selected manufacturing companies in Nigeria. A cross sectional survey research design was employed, and out of the 1,568 copies of questionnaire that were administered proportionally in the selected manufacturing companies, 1,153 copies were retrieved and found useful. Data were analysed using descriptive statistics and the hypotheses were tested using Analysis of Variance (ANOVA). The results of the findings show f-statistics of 223.717 and so, there is a significant relationship between training and development practices and employees’ performance among Nigerians working in the selected manufacturing companies. Also, f-statistics of 244.391 shows a significant relationship between training and development practices and employees’ performance among other nationals in the selected MNCs. The study concluded that there are significant relationships between training and development practices and employees’ performance in selected manufacturing MNCs in Nigeria.
Senior capital & social organization (may 2013)Alycante
This document discusses two case studies of companies implementing social organization systems to facilitate knowledge transfer from senior staff to junior staff. For a manufacturing firm, a 16-month process is mapping skills, choosing experts, creating training plans, testing junior staff, and developing a social interface. An insurance firm mapped competencies and identified experts to transfer skills via an internal social network to enable quick staff rotation. Both aim to motivate senior staff and reward their training efforts using social technology for continuous, flexible learning.
The Importance of Training Courses Provided by the Department of Human Resour...inventionjournals
This document summarizes a study on the importance of training courses provided by human resources departments and how they can improve employee performance. The study finds that while UAE organizations offer training, the implementation has not been effective. Many employees are unaware of available training programs. Financial constraints also limit training budgets. The study aims to investigate training courses and practices to enhance human resource development. Its goals are to identify the best training for sustainability and examine challenges in implementing training.
Why is talent so elusive? 36% of employers world-wide report talent shortages. As the talent shortage persists, how can HR professionals bridge the gap?
Companies must synchronize supply and demand. To do this successfully, HR must play three critical roles: the supply and demand expert, the marketer and the designer.
Find out more in ManpowerGroup's latest Talent Shortage white paper.
This document discusses censorship in George Orwell's novel 1984 and in the United States. In 1984, the Party censors any information that presents a negative view of the Party in order to maintain its image as a utopia. The Ministry of Truth is responsible for censoring documents and rewriting history. In the US, the Federal Communications Commission regulates content on television, radio, and the internet to censor profanity, nudity, and classified information. Examples are given of censorship through spam filters accidentally censoring intended meanings and of an individual having their last name censored and changed. The summary concludes that censorship is present both in 1984's dystopian society and in real life, though to different extents.
This document provides an overview of the LionsXII soccer team's recent victory in the Malaysian Super League and their upcoming participation in the Malaysia Cup competition. It discusses the team's chances of replicating the 1994 Dream Team's achievement of winning both the league and cup titles. The coach believes expectations are high but the team is staying focused on taking things one game at a time. It also provides background on the prestigious Malaysia Cup tournament and Singapore's past successes in it.
The document discusses the importance of executive education and continuous skills development for HR professionals. It provides perspectives from industry experts on the skills needed for HR professionals to remain relevant, such as emotional intelligence, coaching skills, and the ability to align HR strategies with business goals. Examples of executive education programs that can help equip HR professionals with these skills, such as coaching certifications and courses on performance management, are also highlighted.
Southwestern University is announcing new initiatives to prepare for the future of higher education. The initiatives include integrating library and IT services under a new Chief Information Officer position, potentially adding new degree programs and a January term, and reinstating football and adding women's lacrosse thanks to donations from alumni. These changes aim to ensure Southwestern remains innovative, sustainable, and distinctive amid changing times in higher education. While controversial, President Schrum hopes the community will support the initiatives to secure the university's bright future while staying true to its core values of a liberal arts education that encourages contributions to humanity.
This short document promotes creating presentations using Haiku Deck, an online presentation tool. It displays a stock photo and invites the reader to get started making their own Haiku Deck presentation. The document suggests sharing presentations on SlideShare.
Este manual proporciona instrucciones para crear y administrar proyectos en Microsoft Project 2010. Explica cómo crear un nuevo proyecto, agregar tareas, establecer duraciones, vincular tareas, crear calendarios y guardar proyectos. También cubre la creación de hitos, tareas resumen y subtareas, e incluye pasos para imprimir informes básicos.
The document discusses several places to find free or cheaper ebooks, including Amazon Unlimited, iBooks, Nook Books, and libraries. Amazon Unlimited allows users to borrow up to 10 ebooks at a time for a monthly fee after a free trial. iBooks offers some free ebooks on iPhone and cheaper options. Nook Books provides a similar service through their app. Libraries may offer ebook rentals through online services.
Rafael Nadal has returned to tennis after a seven-month injury layoff. He has won three consecutive titles, showing no signs of discomfort from his knee injury. While he still feels some pain, doctors say his knee is improving. Nadal is considered the heavy favorite to win an unprecedented eighth French Open title based on his past dominance at Roland Garros, where he has a near perfect record and seven previous championships. His top competitors, Roger Federer, Novak Djokovic, and Andy Murray, will attempt to stop Nadal's bid for history at the French Open in late May.
The CEO of the Singapore International Chamber of Commerce described an extreme example of job hopping he witnessed at his own organization. They hired an assistant finance manager who seemed qualified but she only showed up for one day of work before disappearing. When contacted, she said the job "wasn't for her" after only one day. The CEO said this level of job hopping provides no satisfaction and doesn't give the person or organization a chance. HR professionals also see job hopping as a challenge as people move between roles frequently. While some job hop for career growth or pay increases, it can also signal uncertainty about one's career goals. Retaining talent requires organizations to understand employee needs and ensure good cultural fit and career progression.
Este documento presenta una hoja de mediciones de acabados para una vivienda unifamiliar. Incluye las mediciones de revoques, tarrajes, vestiduras de derrames, cielorrasos y otros acabados para el primer y segundo piso, azotea y cumbres. Proporciona detalles como las medidas, cantidad y materiales de cada elemento.
This document discusses Southwestern University's goals for a globally focused science education program and the need for a new science facility. It notes that Southwestern has a strong tradition of preparing science graduates for leadership roles through hands-on research experiences. However, the current science building is outdated and does not meet the needs of collaborative, interdisciplinary research. The proposed new science center would provide modern labs, classrooms, and equipment to support experiential learning and prepare students for 21st century scientific careers. The president invites support for this $24 million project, which could help secure the long-term future of science at Southwestern.
This document discusses the educational philosophy of essentialism. It emphasizes mastering core academic skills and knowledge. Essentialism aims to promote intellectual growth, instill basic knowledge and skills, and embed traditional values. The document profiles several prominent essentialist proponents such as William Bagley, E.D. Hirsch Jr., Theodore Sizer, and William Bennett. It describes how essentialism influenced policies like exit exams, merit pay for teachers, and standards-based reforms.
Needs Assessment of a Mobile Application for a Graduate ProgramVanessa Dennen
Needs Assessment of a Mobile Application for a Graduate Program: A Case of FSU ISLT
Presentation at AECT 2014 by Taehyeong Lim, Zhongrui Yao, Vanessa Dennen
CHAPTER 9 Training and DevelopmentLEARNING OBJECTIVES· UnderJinElias52
CHAPTER 9: Training and Development
LEARNING OBJECTIVES
· Understand how training and development activities can contribute to an organization’s strategic objectives
· Describe how to conduct a needs assessment as part of a training program
· Explain the different modes of delivery of training and how to maximize transfer of training
· Gain an appreciation for the various levels of evaluation of training and the benefits and limitations of each
· Describe the role of organizational development in promoting change with an organization
· Understand the critical link between training, performance management, and compensation in ensuring the success of training
Using Training to Rebrand Sofitel Hotels
With an increasingly competitive marketplace in the high-end hotel industry, worldwide luxury hotel chain Sofitel embarked on a rebranding program in 2008 to position itself as an exclusive chain that offered its guests a unique experience. To facilitate this, an extensive employee training program was put in place across all 40 countries in which Sofitel operates to make every one of the organization’s 25,000 employees “ambassadors” for the brand. Every employee, from new hires to the most long-term employees, from hourly employee to executives, went through a two-year long onsite training program at the individual hotel site in which the employee works. Training was provided by a corporate training team that traveled from location to location. Training centered on how to create a sense of luxury for customers, empowering employees at all levels with the freedom to make unique and personalized experiences for any guests on the spot. Employees are issued “passports” for their training, which are stamped upon completion of individual training units with stamps rewarded through gift certificates, celebrations, accreditation, and heightened responsibilities. Ongoing monthly training is provided to employees who have successfully completed the initial two-year training. The program has resulted in significant improved guest satisfaction and greatly aided in employee retention.1
If an organization considers its employees to be human assets, training and development represents an ongoing investment in these assets and one of the most significant investments an organization can make. Training involves employees acquiring knowledge and learning skills that they will be able to use immediately; employee development involves learning that will aid the organization and employee later in the employee’s career. Many organizations use the term learning rather than training to emphasize the point that the activities engaged in as part of this developmental process are broad based and involve much more than straightforward acquisition of manual or technical skills.
Learning implies ongoing development and continuously adding to employees’ skills and knowledge to meet the challenges the organization faces from its external environment. A focus on learning, as ...
Employment Today and SilkRoad Feb17 Mag IssueWinny Tang
The document discusses the importance of onboarding for new employees and reducing turnover. It finds that onboarding is most effective when it extends beyond the first week or month and engages employees throughout the first six months. Onboarding now incorporates compliance paperwork, instilling culture and values, and goal setting with managers and learning departments. Technology plays a larger role in streamlining paperwork and providing on-demand learning resources. When done effectively, onboarding can significantly reduce costs associated with employee turnover.
Recruitment and selection at ibm pakistanEmily Bronte
Human Resource Management is a vast term. It comprises of planning, recruitment, selection, training, development, discipline, employment legislation, reward and recognition systems, etc.
Recruitment and selection are two of the most important functions of Human Resource Management. Although these are distinct processes, yet they are closely interrelated with each other. Together recruitment and selection forms the core part of the central activities underlying Human Resource Management.
The automotive brand saw significant growth in sales and revenue but only a slight increase in employees. To support this growth and equip employees to be more efficient and effective, they partnered with GP Strategies to develop new onboarding resources and training. GP Strategies designed blended learning content like eLearning, videos, and interactive job aids to help new employees get up to speed more quickly in their roles. The quick-start guides developed by GP Strategies helped reduce the time needed for managers to onboard new employees by up to 40%. Both learners and managers provided positive feedback that the new resources improved understanding of roles and operations.
A study was conducted to determine the return on investment (ROI) of an executive coaching program for 43 leadership participants at a Fortune 500 company. The coaching program produced significant benefits:
1) It generated a 529% ROI from increased productivity and a 788% ROI when including employee retention benefits.
2) Coaching improved business measures like productivity, employee satisfaction, and customer satisfaction.
3) 77% of participants reported coaching had significant impact on business measures and 60% identified specific financial benefits from coaching.
Employee referral programs allow existing employees to refer potential candidates for open positions. This reduces recruitment costs and time while improving hire quality, as referred candidates often perform better and stay longer. Common benefits include higher retention rates and return on investment. Successful programs clearly communicate the referral process and incentives to employees and obtain supervisor participation. Companies like Accenture and IBM have highly effective referral programs that provide substantial cost savings and quality hires. Referral programs create a win-win for employers, employees and candidates.
This document summarizes Vodafone Pacific's customized 3-year MBA program developed in partnership with AGSM. Vodafone sought to develop increased leadership capabilities among its top managers. The customized program combines AGSM's academic curriculum with a focus on leadership development and real-world work experience. Up to 20 managers are participating annually with the goal of embedding new knowledge and transforming Vodafone's corporate culture over the long-term through collective learning. The program aims to develop strong social and leadership skills to prepare participants for senior executive roles.
Working Knowledge is a social enterprise that partners with colleges and schools to help prepare young people for the workplace. They have worked with 17 colleges, 3 schools, 23,000 learners, 2,300 staff members and 3,850 businesses. Their programs include employer awareness events, live brief projects with employers, and staff training. Evaluations found their programs improved students' employability skills like communication, business awareness, teamwork and problem solving. Business volunteers also reported improved understanding of how to engage with students and felt their participation was valuable. Working Knowledge aims to expand these successful programs in the upcoming academic year.
Working Knowledge is a social enterprise that partners with colleges and schools to help prepare young people for the workplace. They have worked with over 23,000 learners, 2,300 staff members, and 3,850 businesses. Their programs include employer awareness events, live brief projects with employers, and staff training. Surveys of learners, businesses, and staff show improvements in employability skills and positive perceptions of the programs. They are looking to expand their programs and partnerships in the coming academic year.
SP employs 30,000 people globally providing food and beverage services. They operate over 2,100 units across 30 countries. The company aims to provide best-in-class online learning and development for employees despite challenges with culture, language, and integrating learning technology. In 2010, they launched SSP Academy Live using the D2 platform to create a flexible online learning environment accessible anywhere. The platform helped launch Discovery, a management development program now promoting over 50% of new managers internally with measurable cost savings.
Early Talent Development Whitepaper by Kwantum LeapMatthew Jurado
The document provides a summary of key findings from a year-long research study on early talent development programs. The research aimed to understand these programs better and provide insights using data analytics. Some of the major findings include:
1. The most important factor for a program's success is having a clear objective that is aligned with business strategy. The right elements can then be selected based on the objective.
2. Managers have the biggest influence on whether a program meets its objectives like satisfaction, learning, and career progression. Good on-the-job training and the end of program experience also significantly impact outcomes.
3. Program lengths vary widely by industry from less than a year to over 2 years. Industries with
This document discusses key factors for L&D managers to consider when justifying investments in L&D programs and service providers. It identifies five critical components for L&D managers to have detailed plans for: objectives from the L&D plan, training delivery methods, capability mapping, scale of training, and accountability. It also provides questions for L&D managers to assess potential L&D service providers on criteria like professional track record, delivery channels, cost efficiency and flexibility, credibility, and consultative assistance. Mobile and cloud-based technologies are expected to be increasingly used for training in 2013 to allow faster, smarter, and more agile training.
The document discusses the recruitment and selection process at 2 COMS Consultancy where the author completed their internship. It provides an overview of the company and outlines the objectives of the study which were to understand and analyze the recruitment procedures and identify areas for improvement. The key functions of human resources including recruitment, training, and development are also summarized.
The document discusses employee recognition and retention. It finds that 21% of full-time workers wanted to change jobs in 2014, the largest percentage since 2008. To increase retention, companies need to improve their recognition strategies. While most companies recognize tenure, only 12% recognize employees in their first five years. However, 67% feel employees should be recognized in their first year. The key to an effective recognition program is to 1) give recognition early, such as at one and three years, 2) go beyond tangible rewards with verbal praise, 3) involve senior leaders and train managers, and 4) ensure recognition is meaningful. Done right, recognition can boost engagement and retention.
The document discusses employee recognition and retention. It finds that 21% of full-time workers wanted to change jobs in 2014, the largest percentage since 2008. To increase retention, companies need to improve their recognition strategies. While most companies recognize employees only for tenure, recognizing employees early in their careers is important. The key aspects of an effective recognition program are: 1) providing meaningful recognition to employees within their first year or three years, 2) complementing tangible rewards with verbal praise, 3) getting senior leaders and trained managers involved, and 4) ensuring recognition is personalized and meaningful. An effective program can help companies better engage and retain employees.
The Parliamentary Information Office of the Parliamentary Yearbook has been monitoring progress in Government policy relating to higher education for a major feature apprenticeships and further education in the next edition
The Impact of Graduate Development Programs - Article - Fitch Learning, By Su...Suhail Shamieh, MBA, PMP
In today’s fast changing, fast moving business world, we are frequently introduced to new technologies and ways of doing
business. Often graduates sit at the forefront of these new advancements. Graduate Development Programs is an effective way of bridging the gap between the academic world and the real world of work.
Similar to 22-26_SP Feature (Onboarding) 2_14.08 (20)
The document discusses the HR policy of an architectural firm, Ministry of Design, which allows employees to leave work at 3:30pm on Fridays. This gives staff an early start to their weekends to run errands or pursue personal interests before crowds form. The firm founder designed this policy partly so employees could avoid crowds and have a more concentrated work week from Monday to Thursday. As a result, the company culture is intense during regular working hours to maximize productivity. The early Friday release has become an attractive recruitment and retention tool for the firm, as it allows employees to maintain a good work-life balance.
The document provides an overview of SkillsFuture, Singapore's national movement to promote lifelong learning. It discusses the goals of SkillsFuture, which are to help Singaporeans develop skills mastery through lifelong learning. It outlines some of the key programs under SkillsFuture, including SkillsFuture Credit which provides $500 to all Singaporeans aged 25 and over for approved training courses. It also discusses the impacts on training providers, who have seen increased business, and on HR departments, who have a role to play in balancing national skills development goals with training needs for both local and foreign employees.
This summary provides an overview of key points about eBay's approach to human resources from the perspective of Klaus Duetoft, Senior Director of eBay's MyHR platform in Asia-Pacific:
- eBay operates in a fast-paced internet sector that requires constantly evolving to stay competitive. Duetoft notes that one year in the internet sector is like four years in traditional businesses due to the speed of change.
- eBay focuses on identifying, retaining, and developing talent through its MyHR platform to support its business needs in this competitive environment. Key areas of focus include talent engagement, development, and sourcing new talent.
- Despite its large size, eBay remains nimble and tailors its HR strategies
This document discusses issues related to recruitment, including the risks of rapid hiring without proper assessment of candidates. It provides perspectives from recruitment experts on how to avoid common hiring mistakes and ensure quality hires. Some key points:
- Companies are increasingly hiring quickly to fill openings rather than rigorously assessing candidates, which can lead to bad cultural or skills fit.
- A recruitment manager recalls nearly making a bad hire due to behavioral red flags, highlighting the importance of thorough screening.
- Recruiters emphasize the need to balance quantitative goals like time-to-fill with qualitative assessments of candidate fit and quality.
- Common mistakes include poor role definition, lack of cultural fit assessment, and not taking time for proper evaluation.
Scoot, a low-cost airline owned by Singapore Airlines, is transitioning from a startup phase to a growth phase. This brings challenges for HR, such as managing changing mindsets. The airline emphasizes a fun, colorful "Scootitude" culture epitomized by its CEO painting his face. While recruitment was the initial focus, HR now focuses on talent development and engagement given the airline's rapid expansion. Communication from leadership is key to engaging Scoot's dispersed workforce and mobile work environment. Scoot rewards staff through a points system allowing staff to choose destinations and travel benefits.
1) Levi Strauss & Co. has focused on using technology to empower employees and managers through self-service access to information in order to allow HR to focus on more strategic priorities like business partnering, talent development, and employee engagement.
2) The company strives to maintain its core values of empathy, originality, integrity, and courage and create a culture of performance, accountability, and employee engagement.
3) Levi Strauss & Co. provides training programs for managers, leaders, and retail staff to develop skills and understand the company's heritage and aims to engage employees through initiatives like community service days.
Andrew O'Brien has over 20 years of experience in the global drinks industry. He began his career in 1994 with Southcorp Wines and has since held several senior leadership roles in Australia and New Zealand. In 2012, he was appointed General Manager of Southeast Asia, India, Japan and Korea based in Singapore. He has expanded his role to include markets in the Middle East and Africa. O'Brien has a solid reputation for nurturing strategic partnerships and fostering sustainable growth in emerging markets.
The document discusses recent changes to HR compliance requirements in Singapore, including two weeks of funded paternity leave and issuing itemized pay slips. It outlines challenges that HR departments face in ensuring compliance, such as justifying foreign hires and considering local job applicants fairly. HR professionals interviewed say smaller companies may struggle with compliance costs but that benefits like paternity leave improve staff retention without hurting productivity. Overall, HR must understand evolving employment laws to navigate complex compliance issues.
Lee Murphy, Senior HR Director at Microsoft Asia Pacific, discusses Microsoft's cultural transformation under CEO Satya Nadella. Microsoft is embracing disruption and innovation in the technology sector by shifting to a growth mindset. It is focusing on building agility, putting customers first, increasing collaboration, and breaking down silos. Microsoft's key areas of focus include cloud computing, workforce diversity and inclusion, and strengthening manager excellence. The company aims to develop a diverse talent pool and align its values with its vision of making a positive impact.
This document summarizes an interview with Bastien Grandgeorge, the CEO of Decathlon for Singapore and Indonesia. Some key points:
1) Grandgeorge describes Decathlon's culture as having no hierarchy and emphasizing sincerity, generosity and vitality. Employees are encouraged to be themselves and make decisions without worrying about titles.
2) Decathlon's recruitment process involves candidates playing sports before interviews to assess personality and teamwork skills over academic qualifications. Hiring is focused on finding people with the right passion and values.
3) As Decathlon expands rapidly, a major HR challenge is recruiting and developing young talent into future leaders while supporting mistakes as part of the learning process. Digital
Serena Williams suffered an early loss at Wimbledon but won the Swedish Open in July. With 51 wins in 2013 and seven titles for the year, she will now focus on defending her US Open title. Williams has won the US Open four times and has a strong record there, but has also faced criticism for her behavior in 2009 and 2011 finals. However, her recent win in Sweden demonstrates she is still playing well heading into the US Open.
The document provides an overview of the Six Nations Rugby Championship, including its history and traditions. It discusses the concept of a Grand Slam for a team that wins all its matches and the Triple Crown for a UK nation that defeats the other three. It also introduces the captains of the six participating nations ahead of the 2013 tournament: Sam Warburton (Wales), Chris Robshaw (England), Thierry Dusautoir (France), Brian O'Driscoll (Ireland), Sergio Parisse (Italy), and Kelly Brown (Scotland).
The NBA season is set to begin in October 2013. The Miami Heat won their second consecutive championship in June 2013, led by LeBron James. Several NBA teams underwent coaching changes in the offseason, including the Cleveland Cavaliers rehiring Mike Brown and the Brooklyn Nets hiring Jason Kidd. The San Antonio Spurs will look to challenge the Heat again after losing in the 2013 NBA Finals. The Heat will be favored to win a third straight title led by James, Dwayne Wade, and Chris Bosh.
1) The Miami Heat and Oklahoma City Thunder finished as the last two teams standing in the 2012 NBA Finals, with the Heat winning in 5 games. This season, both teams have had strong regular seasons and are positioned to make another Finals run.
2) The Heat have continued their dominance behind their "Big Three" of LeBron James, Dwyane Wade, and Chris Bosh, winning 27 straight games at one point. They finished with the best record in the Eastern Conference.
3) The Thunder struggled early but found their form behind Kevin Durant, Russell Westbrook, and Serge Ibaka to win 60 games and their third straight division title, securing home court advantage for the playoffs.
1) Lewis Hamilton left McLaren to join Mercedes for the 2013 season, signing a three-year $15 million contract.
2) While Mercedes' cars have not been competitive recently, Mercedes is focusing their efforts on the major engine regulations changes in 2014 in hopes of giving Hamilton a competitive advantage.
3) Mercedes has hired experienced Formula 1 leaders like Toto Wolff and continues working closely with Hamilton as they aim to develop a championship-winning car for him.
This document discusses the importance of aligning corporate learning and development (L&D) strategies with business goals. It provides perspectives from experts who emphasize that L&D programs should address skill gaps, support business expansion plans, and demonstrate how training contributes to business objectives like increased profits. A key aspect of business-centric learning is ensuring L&D content meets current and future business needs. The document also gives examples of companies that have training arms aligned with their overall business strategies and goals.
This document discusses MBA programs and their value for working professionals. It provides details on several top MBA programs in Asia, including the National University of Singapore MBA and Nanyang Technological University MBA. It also discusses the ESSEC Executive MBA Asia-Pacific program. The document finds that demand for MBAs in Asia remains strong, with MBA recruitment in Asia projected to increase 8% and China being a major MBA market. It also notes the importance of international experience, leadership skills, and specializations like business development and marketing for MBA students and graduates.
The document discusses pay structures for local and foreign employees in Singapore. It summarizes perspectives from HR professionals and recruiters. They argue that most large companies structure pay so that employees in the same role and level are paid equally regardless of nationality. Foreigners may occasionally receive housing allowances but overall pay is based on skills, experience, and role rather than nationality. The Fair Consideration Framework aims to ensure locals are considered for jobs but has not significantly impacted organizations' pay structures.
Big data and analytics are buzzwords that companies hope will boost performance, but many are unsure how to utilize analytical tools effectively. While 96% of major companies surveyed admit they could make better use of big data, a Black & Veatch report found 32% do not know how to use analytics technologies. HR departments in particular have significant data that could be analyzed to improve strategies and measure return on investment in talent programs. However, experts caution that quality of data is more important than quantity, and companies should start with small, targeted analytics projects linked to clear business goals to build confidence in the value of data-driven decision making over time.
The document discusses how companies are increasingly using social media for internal communication and employee engagement purposes beyond just talent recruitment. A KPMG report found that social media is being used to improve internal effectiveness, enable mobility and collaboration, and facilitate true 360-degree feedback. Many large companies like Nokia, Singtel and Red Hat are leveraging social platforms internally to improve information sharing, collaboration across locations, and feedback exchanges between employees and customers.
1. 23issue 14.8 hRmasia.com
Onboarding
Graduate Development Special
As graduates become an increasingly important component of today’s workforce,
HRM investigates how companies are devising onboarding programmes to keep them
happy and settled into their new roles
By Sham Majid
Picture this scenario.
You are a fresh graduate and after scraping through several
nerve-wrecking interviews and finally convincing your would-be
employers you are the one for the job, you have been offered the post.
You gratefully accept the job and turn up at your first day of work,
filled with optimism and excitement at the prospect of finally
embarking into the working world.
However, what appeared to be your big break quickly begins to turn
sour, with an ineffective company onboarding programme coupled
with unclear instructions and a lack of support from supervisors
onboarding
express
All aboard the
– all culminating in a miserable maiden working experience.
You then decide that enough is enough, and you quit: a lost
opportunity for both yourself and the organisation which would
have been banking on a far longer tenure.
Companies from Hong Kong may be able to attest to this.
According to the jobsDB Q2 2013 Hiring Index in that market,
among firms who recruited fresh graduates in the past three years,
approximately half of them (48%) possessed a turnover rate of
50% or more for this class of recruit.
Some 41% of those organisations cited that the average tenure of
2. 25issue 14.8 hRmasia.com
Graduate Development Special
24 issue 14.8 hRmasia.com
Onboarding
During the final stages of the graduate onboarding programme, training is
focused on driving performance and impact as well as managing perceptions,
leading, and influencing.
“Our focus is on providing our graduates with the best platform for success
and a structured onboarding programme will help them ramp quickly in their
roles and become valued contributors,” says Fourie.
In addition, the role of the Microsoft “community” is deemed to be extremely
vital for the success of a new hire.
“Each MACH hire is assigned a buddy and a mentor on top of access to the
global MACH community,” adds Fourie.
Microsoft’s thorough and layered approach to onboarding programmes for
graduates is already paying dividends.
“We are glad to note that our graduate hires have lower attrition rates than is
commonly experienced in the industry,” says Fourie.
DBS gets personal
Another organisation that prides itself on formulating sound and
comprehensive onboarding programmes for its graduate recruits is DBS Bank.
DBS hires more than 150 new graduates for entry-level roles each year. In
2013, it received close to 7,000 applications for the Management Associate and
Graduate Associate Programmes.
“At DBS, we welcome our new graduates with an orientation programme,
First Day@DBS,” says Laurence Smith, Managing Director, Group Head of
Learning and Talent Development at DBS Bank.
At this session, new graduates are inducted into the DBS family by learning
about the bank’s history, vision, strategy and policies.
After the session, they get to meet senior managers and hear about the
various departments and functions within the bank. Mentors and buddies are
also introduced to the new graduates to initiate them into the company on a
more personal level.
According to Smith, new graduates then undergo rigorous training that is
designed to sharpen their technical and personal effectiveness skills, and build
up their knowledge on the banking and finance industry before they commence
their job rotations.
Before embarking on these, the Programme Manager will also engage new
graduates in a conversation to check on their well-being, performance and
Renewed effort with onboarding
The Onboarding 2013: A New Look At New Hires report by the Aberdeen Group deduced the
key drivers for onboarding among participating organisations. The report showed that:
• 68% of respondent organisations drove onboarding to get new employees more productive
quickly
• 67% drove onboarding for better employee engagement
• 51% pushed for onboarding for better employee retention
• 49% pushed for onboarding for better assimilation of new hires
Among the top pressures for onboarding were:
• The need to better engage with employees (50% of respondents cited this)
• Pressure to meet company’s growth objectives (49%)
• The shortage of required skills (44%)
The study involved 230 organisations and was conducted in January and February last year.
graduate recruits was just one to two years, while 34%
said the average was between three and 12 months.
Meanwhile, a 2013 Onboarding Trends Report found
that a combined 71% of its survey respondents were
presently in the midst of updating their onboarding
programmes (see: boxout).
Even more surprisingly, the Onboarding 2013: A New
Look At New Hires report by Aberdeen Group revealed
that only 37% of organisations had invested in strategic
onboarding that lasted more than two years (see: boxout)
On the ball with onboarding
While onboarding programmes are important in enabling
new employees to bed in and adjust to their own job
scope and company’s operational structure, they are
absolutely imperative for fresh graduate recruits, says
Leslie Hayward, Shell’s Vice President of HR (Singapore
and Asia-Oceania Operations).
“Onboarding programmes are important to help fresh
graduates gain the required information, network, and do
the role successfully, especially since they are new to the
organisation and the working world,” says Hayward.
As a global conglomerate, it is no surprise that Shell
boasts a rigorous onboarding programme for graduates. It
receives around 500,000 applications annually. Of these,
it recruits just 1,200. In Singapore, Shell hires between 30
and 40 graduates each year.
The Shell Graduate Programme provides an industry-
leading development framework for graduates, Hayward
says, and is open to graduating students or anyone with
less than three years’ working experience.
The company’s onboarding programme – 12 Global
Onboarding Steps – kicks off even before the graduate
joins the company, Hayward reveals.
First, the supervisor emails each new recruit basic
information needed for their first day at work, and
outlines key milestones to be covered in the first 12
months, including establishing goals and identifying
development and training needs.
The line manager also explains the Shell Graduate
Programme in detail and discusses how to develop their
professional and functional competencies.
All Shell graduate hires also attend Shell Life, a
five-month leadership development programme.
This involves a two-month virtual training, five days of
face-to-face training, and finally a three-month in-role
embedded position.
“Our fresh graduates take on substantial full-time jobs
from day one,” says Hayward.
“A significant part of learning and development comes
on the job and a structured onboarding is critical to
bringing them up to speed quickly.”
Shell’s effusive commitment to graduate onboarding
programmes is equally matched by Microsoft.
“Onboarding programmes are essential to help fresh
graduates transition from the world of academics to the
world of business,” says Anna Fourie, Regional University
Staffing Consultant, Microsoft Asia-Pacific.
Microsoft’s onboarding structure begins with graduate
hirers joining the Microsoft Academy of College Hires
(MACH), says Fourie.
The Microsoft Academy of College Hires is for
undergraduate, Masters and MBA-level hires.
The undergraduates and Masters programme runs for
two years, while the MBA programme is for 18 months.
Both MACH programmes run worldwide and are
designed for graduates joining Microsoft’s sales,
marketing and services group.
The programme is focused on the development of
technical knowledge as well as the development of “soft
skills”, including leadership, team work, development of
personal brand, and career guidance.
“Critical to the success of the MACH onboarding
programme is the opportunity for our graduates to
develop a network which provides them with a
supportive community as they grow and develop over the
coming years,” says Fourie.
“Our graduate hires receive Orientation Training, Role
Guides and attend trainings as part of the MACH
community to help them develop their personal networks
for success.”
The onboarding programme is split into three core
sections.
During the first seven months, graduates focus on
learning about the organisation, its customers, and how it
works to deliver Microsoft’s commitment in today’s
“mobile-first; cloud-first” world.
The next nine months are focused on understanding
each individual’s own unique work style and what they
can contribute to the team in order to drive impact in
their business areas.
Bleak outlook of onboarding
The 2013 Onboarding Trends Report shed some telling information on the state of
onboarding programmes in the corporate world.
According to the report:
• The majority of respondents (49%) were presently updating their onboarding
programmes
• 22% continually update their programmes
• 19% updated their programmes within the previous two years
• And for 10% of respondents, it had been more than three years since their
onboarding programme had been updated
• More than 73% of respondents revealed that the biggest reasons behind
powering change to their onboarding programmes was to speed up new
employees’ performance and to improve employee retention and loyalty
• The majority of respondents hinted that HR (87%) and Learning and
Development (72%) departments were most involved in crafting and updating
the onboarding programmes.
3. Graduate Development Special
26 issue 14.8 hRmasia.com
they get the opportunity to be involved in a diverse range
of challenging projects, working with people from
different backgrounds and perspectives.”
For example in Singapore, engineering graduates can
work at the Pulau Bukom Manufacturing Site (Shell’s
largest wholly-owned refinery) or the petrochemicals
complex on Jurong Island.
Singapore is also the global headquarters of two of
Shell’s businesses – Integrated Gas and Global
Commercial – and the regional hub for its Upstream
Exploration and Production activities, and the
Downstream Trading and Chemicals businesses.
Hayward explains that employee retention and talent
management are key considerations of the design of a
good graduate and onboarding programme.
“A comprehensive talent development programme,
including strong onboarding, continues to be a
competitive advantage to attract, recruit and retain top
graduate talent,” he adds.
“Shell has always had a structured approach to
onboarding as we recognise that good onboarding is
critical to successfully integrate a new hire into the
organisation.”
Immersing in the experience
To maintain the pipeline of talented employees, DBS
entices bright prospects at an early stage in their careers,
via the highly sought-after Management Associate
Programme, says Smith.
“As part of the programme, our Management Associates
and Graduates Associates are given extensive learning and
development opportunities, and will undergo rotations
that will give them exposure to different businesses and
develop a breadth of knowledge,” he says.
In addition, a mentoring and buddy system also
provides a support system to assist in helping the new
Graduate Associates.
Graduates have a dedicated full-time Programme
Manager that manages them during the programme and
is able to quickly ascertain their strengths and
development areas, and provide guidance.
According to Smith, graduates are also encouraged to
sign up for learning and development programmes
carried out by the DBS Academy, the bank’s in-house
training arm.
“The academy creates integrated solutions which support
collaboration and learning across the bank,” says Smith.
“They are designed to support employees’ career
progression and new graduates can develop their skills
and capabilities by attending orientation programmes and
role-specific induction courses.”
In tandem with the bank’s plethora of onboarding
expertise and resources, personalised learning roadmaps
also enable graduates to assess their individual career
progression as well as their development opportunities.
career aspirations. Department managers will also
provide feedback on their performance and discuss goals
for the first year.
After the first rotation, which ranges from seven to 11
months depending on the programme structure, new
graduates are given a performance review conducted by
their managers.
This is to enable the new graduates to know whether
they are on the right track, and to allow them to fine-tune
their approach to their new roles as necessary.
They also receive performance reviews for each of the
subsequent rotations. “Buddies” are encouraged to check
in regularly with the new graduates to offer personal
assistance where required.
Smith says DBS Bank believes that a successful
onboarding programme can help to improve the retention
rates of new graduates.
“Our own internal data shows a stronger retention rate
and quicker progression as a result of this long term
investment in our talents.”
Getting stuck in
According to Hayward, the Shell Graduate Programme
provides a consistent and global standard for early career
development and assessment of graduates.
“Graduates appreciate the opportunities for continuous
learning through training courses, accreditation, and
on-the-job learning through real challenges and
responsibilities from the first role undertaken in the
company,” says Hayward.
“What many graduates and staff find attractive is that
Onboarding
Top three onboarding mistakes
An online article from eLearning Industry has highlighted the three biggest
mistakes firms make when devising their own onboarding programmes:
Mistake number one: Overloading
Trying to force through copious amount of company information in one day is
not only over-ambitious but also ineffective. When new workers are overwhelmed
with information ranging from HR policies, to roles and responsibilities and to
company values, a lot of pressure is placed on them.
Mistake number two: Onboarding in a day
Programmes that fail to continue onboarding training beyond a number of
workshops can impede the workers’ chances of settling properly within the
company. An employee may not be able to inculcate everything learnt from the
workshop, and if there is insufficient support after the workshops, it can result in
more errors and longer time taken for productivity.
Mistake number three: A one-size-fits-all approach
While a one-size-fits-all approach seems to be the most cost-effective manner
of transferring knowledge to new workers, it can be a huge mistake when the
diversity of new recruits is not factored in. Different people learn differently and
ensuring that they learn according to their needs will reap more rewards in the
long run.