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Recr
A Ho
Capita
ruit, S
w‐to‐G
alWave In
Select,
Guide f
nc. | Wh
, Deve
or Corp
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Nove
elop a
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ember 201
and Re
Trainin
10
etain ng
1
Table of
Recruit, S
1: Overvie
2: Recruit
3: Employ
4: Develo
5: Develo
6: Genera
6: Leaders
f Contents:
elect, Develo
ew ................
ting ...............
yee Selection
pment..........
pment 2 .......
al Retention ..
ship Retentio
op, and Retain
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Recruit,Overview Summarytraining dwhen it coeven morwill examfunctions,selection, The "newall of us toresourcesexamine tfirst take to get invdepartmediscussiontraining's we are tainvolved isome orgaa trainingexamine tyour servi First, as wenvironmwith feweorganizatit may nothand, somhave beencontinuinshaky recofact that semployeeforward. Wour organcycle of hmay be antraining w Next, remespeciallypeople‐orenvironm
Select,Devew
: In today's toepartments momes to the he than ever bine the role o, such as recr developing e
" economic eo do more wis, both humantraining's rolea look at whyolved when wents to managn is based on involvement king a "volunn those functanizations ma‐HR joint venthe situation ices.
we've mentionent requires er resources. ions, hiring mt be a priorityme industries n hiring during to hire evenovery. Whereselecting and es is going to We don't' wanizations' hardiring and re‐hn economic nwith HR functi
member that my the instructoriented, just lent where po
elop,andRe
ough environmay need to "human resourbefore. In thisof training in muiting, emploemployees, a
environment ith less in the n and financiae in HR functioy we would newe have our oge. Keep in mthe potentiain HR functiotary" look at tions. In otheay not be theture, so be suclosely befor
ned, the new everyone to dIn some indu
may be movingy in others. Owith high tur
ng the recessin during the sever you are, retaining thebe vitally impnt to spend td‐earned cashhiring. So it seecessity to inions.
many trainingors and facilitike HR's frontotential empl
etain1:
ment, "pitch in" rces functions 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 repeateems that it nvolve
g personnel, tators, are t line. In an oyees can
.
t
see rmay togereal But bfit intrainhowdepavariohowtrainproccarestaffwhy the fwhic Traincareyou'vtraindurinprognexttimeservetoo bAs wshouoffenperfoofferwithlearnthe msharprogaftercombut awithmay whicmajoselec
right through be necessaryether to ensur‐ and not just
beyond all of n with the ovening departmew they do it. Foartment may ous levels. In w the most quning, react to cedures, and mers. On the of can probablycandidates fafirst 90 days. ch we will disc
ning can also er path, evenve taken the ning program,ng economic gram to help pt move can bee during their es as a careebusy in otherwe discussed, uld be undertnd or indicateorming. So thr the assistanhout 'musclingn in this seriemost part, mure with HR is bgrams, or intor training. It mposite pictureafter that HR h what you've want to offech you and yoor HR functioction. Natura
h a false posity to use HR are that the "pt "lip service.
f this, how exaerall HR pictuents know whor example, yhandle new‐that role, youalified candidthe companymove on to hother side of ty pinpoint a fail either in trThese are bucuss in detail
take people tn before they time to build, even if it hauncertainty, people figuree. And you cacareers. In thr counselor, er areas. no move intotaken in a waye that HR perhe question hnce of the traig in'?" First, ues as a marketuch of the infbuilt in to youo the evaluatimay take a littes of successmay be able
e provided. Buer a slightly mour departmens, like recrully the trainin
ive attitude, ind training people proces"
actly does trare? For starteho succeeds ‐your training hire training ur instructorsdates survive y's policies anhave successfthat, your trafew good reasraining or wituilt‐in benchm.
through their embark upod an effective s been on hoyou can use te out what then do this at ahis sense, traiespecially if H
o assisting HRy that would rsonnel are noere is, "How ining departmuse what you'ting campaignformation youur training on of participtle work to bful job candidto move forwut if you can, ore active roent participateitment 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
when it cobut why n Overall, yon the facassistancethat we'vetraining rorecruitme
2:Recru Summaryone of theorganizatthe hiringlook at hoHR in recr An organiimportantConsider trate near metro arelikely fieldtwo posittrade is defit," it maythey havecandidateimportantrecruiting First, remview of hosome orgafor weeksbecomingemployeegreat knosucceed, aorganizatalready belet's face concernedpeople thefficientlydepartme
omes to devenot offer help
our approachct that econoe, both now ae taken a broole in HR funcent.
iting
: The recruitie most imporion. After all, g cycle has to ow the traininruiting.
zation's recrut job, especiathis: with a n10 percent, weas even highding hundredions. Althougetermining wy be easier we a highly cones. That's whyt for training g process.
ember that tow people doanizations, nes, with trainerg very involvees up to speedwledge of whand how theyions, traininge sharing thisit: in less diffid with its botrough the ney as possible. ent was doing
elopment andp on the front
h can be one tmics dictatesand in the lonoad overview ctions, let's m
ng function isrtant within thif recruiting gkick into oveng departmen
uiters performally in this envational unemwith some staer, recruiterss of resumes gh recruiters' who is the potwith so many rcrete view ofy it may be juto get involve
raining has ano after they arew hire trainirs and facilitaed in bringing d. In this wayho succeeds, wy do it. In som departmentss information icult times, trttom line and ew hire procesIf your training 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 haswhy they me s may with HR. Butraining was getting ss as ng u honestly
s
t
say twithor "pSit dthis table quicattriperfothe sbefoOncethemfind thingeithearea ManotheoverenthreallHR tfacilirecrucombalaknowthe b In a themhirinfacilior shherethemnot oalso like thired In thefficcan sownchat
that they shah HR? If not, cprofile" of theown with youtopic ‐ chanc to construct kly. Have thebutes, and atormers. Altersame aspectsore training ene you have crm with your rethat recruitegs you found er way, your ca will be valua
ny organizatioer recruiting erview, traininghusiastic playey help in attrhe services oitators, even uiting event. bination of Hnce of enthuswledge of whbest candidat
related area, mselves up asng begins. Foritator attendshe can allude e now and wilm during the oonly encouraa form of advthey are goind.
he way of marcient and wellserve as a wa. For examplets with recruit
red any kind consider create best candidur staff and ses are that inan accurate m examine thttitudes of thernatively, havs of people wnded or shortreated these ecruiting conrs did not knoout, or maybcontinued coable.
ons are attendevents. As weg people are ers, that is, thracting talentof your star traif it's for oneThe group m
HR and traininsiasm, coupleich event partes for the op
training perss "coaches" evr example, if as a job fair wito the fact thll be there whon‐boarding ging to a potevertising. No ng to be alone
rketing and al‐constructedalking advertie, as candidatters at hiring
of benchmarting a "roadmates in each jimply brainstnstructors wilprofile ratherhe backgrouneir best ve them examho either lefttly thereafterprofiles, shartacts. You maow some of tbe they did. Bontribution in
ding job fairs e discussed ingenerally he ones who . If you can, oainers or afternoon ay find that tng creates a ged with the rticipants willpen positions.
sonnel can seven before than instructor ith a recruiterhat the "coachen you needprocess. This ential recruit,one wants toe after they ge
dvertising, yo training progsement on itstes finish theevents, 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
having thefew mompotential may receiwith youreven unusbut even candidateemployerhiring is realong waycandidateto come idevelopinlittle easie Recruitingmany of tand abilitand hiringselectionstraining ca
3:Emplo Summarymay be abrecruitingemployeecontributiprocess. If your derecruitingbring in a when it coresponsibHR. How ceven from First, yourinclude mshould incprocess. Imanagersmust takehiring proas coachin
e instructors ents to discucareer paths,ive as they gor organizationsual approachin the currenes may have ars. The fact thepresented oy in attractinges. And with tnto the organng and retainier.
g tends to crehem with theies. Once theg managers hs. And this is aan lend a han
oyeeSelectio
: Although thble to take ang process, thee selection. Leions you can
partment hasg, you may hapool of talenomes to selecbility passes tocan training pm a less direct
r overall trainmanagement tclude trainingn some organs and those we a "core" of cocess, the mang, corrective
or facilitatorsss the trainin, and the supo through then. This may beh for a recruitt environmena few choices at the "next son the front eg the best andthose candidanization, the png them may
eate a pool ofe same knowly are in the pave to make another area nd.
on
he training den active role in role is more et's examine smake to the s
s been able tove been ablented job candction, the majo the hiring mparticipate in t perspective?
ning program training, whicg on the entirnizations, youwanting to be courses that tnagement pre 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
evaluorgahowmigh To stinexpresuenvicouldcreadoesevenwanttwicewantit or horrinapmandurininstitto mnarroa mabrighwait In adshoucreaquesmakintercreaespenumforgeso thjumpcomtechemeprofeabouhave
uation, and thanization alreaw the hiring traht be the time
tart with, botperienced mame evaluatioronment whed still be rathte your own sn't need to bn lend itself tot to outsource a year. But t to train mannot, interviewrors, ranging fpropriate quenagers taking ng the intervitution within
make sure thisow the candianager makesht candidatesting for them.
ddition to theuld focus on tte job‐based stions that wies decisions arviewing courte an effectivecially if the mmerous peopleet "who's whhe template ap‐start his or munication sniques to theerge, they willessional interut them and te memorable
hen leadershady does thisaining is set ue to create a
th experienceanagers can uon, especially ere the pool oher large. Youprogram in tabe anything fao an online pice this type ofmore importnagers on intwees are repfrom hiring mestions to thophone calls oiew. As the ed your organizs is not happedates down ts interview ms may just hav.
e obvious, inteteaching manbehavioral inill explain howand works wirses should tove interview tmanager is inte over a few wo" after a sera manager creher memory.skills and panee training. Whl be able to corviews, whichtheir organiza"portraits" o
ip. If your s, take a look up. If not, nowprogram.
ed and use a hand onin an of candidates may be ableandem with Hancy and mayiece. Or, you f training onctantly, you wierviewing. Beorting all kind
managers askiose same or checking emducational zation, you wening. What ifto one or twomistakes? Thosve another jo
erviewing traagers how tonterviewing w a candidateithin a team. ouch on how template, terviewing weeks. It's earies of intervieates should . Finally, add el interview hen manageronduct h speak volumations, as welof 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.
Moving frdepartmemay be ovinterviewsome of tmanagersquestionsintervieweven in tacan be invmake a di To augmehiring prostaff use tFor exampable to cocreating ttemplatesthey've unthose sucthe hiringwhether tnot. The one cselection indirect, ptraining ppeople in to believeorganizatconfined tdecision, stakeholdrepresent Next, we that traindevelopm
4:Develo Summaryhuman restock andof the trawe will ta
rom the actuaent can also overworked trys, so your helhe burden. Fos may need tos, their templas. In the abseandem with avaluable for afficult hiring
ent this assistocess or durintheir benchmple, your newoach managerheir interviews using the suncovered ovecessful traits g manager wilthe candidate
caveat to trainis to remembpassive role. Tersonnel in oan interviewe that no one ion. Plus, the to those whosuch as hiringders, or humatatives.
will move inting has in the
ment and rete
opment
: The developesources is the trade. As weining role in ske a deeper l
al training roloffer support. ying to recruilp internally mor example, no discuss theiates, or even ence of an HR recruiter, yoa manager whdecision.
ance, either dng the trainingarking to hel
w‐hire trainersrs in the initiaw questions auccessful comer time. If youinto interviewl be more abes have those
ning involvember that it reaTry to avoid hon interviews. may lead themakes decisiinterviews sh
o will be makig managers, cn resources
o the more oe hiring procention.
pment compoe training depe continue ousome HR respook at develo
e, your Again, HR it and set up may take newer r interview their presence, orur assistanceho 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 actualcolleagues,
bvious roles ess:
onent of partment's r discussion ponsibilities, opment.
r e o
The role manwill tdetethis a Firstsuchbaseand placehave"funformapprthenmay Howcan rimpralreaand constrain The descprominvoturnthis obtatraininvocertaneedothebecathe pleadgive lettenarroover
developmentfor training.
ny forms, whictake a differeermining howall‐important
t, let's examinh as classroomed learning. Dits scope, youe for just aboe a formal tranel" for the r
mal training prroach, where n go to online also use one
wever your forrely on HR torove each comady evaluatinsupervisor pesidered goingning?
HR departmecriptive numbmotions, voluluntary termiover, HR will is the case atain a profile oning. For examluntary termiain procedurads to be imprer hand, if terause of issuesproblem coulership traininyou will not ser, but it will mow down somrall training p
t of human caDevelopmentch we will revent view on dew we can best t facet of day‐
ne formal traim, online, andDepending onu may have foout every posining programrest of the orgrogram may bparticipants
e learning intee approach orrmal training help you evamponent. Young training froerspective, bug in tandem w
ent is usually bers, such as pntary terminaination. In causually knowt your organizof what's happmple, if you fiinations occual issues, perhoved in thoserminations ares with managd lie with mang. Obviously spell out the more than likme improvemrogram.
apital is a primt can come inview. Howeveevelopment bleverage HR ‐to‐day busin
ning programd social‐media your organizormal trainingition. Or, youm that servesganization. Yobe a blended attend class aerventions, bur the other. is structuredaluate and u are probablom the particiut have you ewith HR to eva
privy to position turnoation, and ses of involunw the reason. zation, you capening after nd that ur often becauhaps training e areas. On the involuntaryers or supervanagement or the data HR problem lettekely 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
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There areemployeeyour orgaprogram?an effectivBecause Owith job ptake whatimprove pcan't seemOTJ progroverall prAlternativcompone The key wto have Hdo. Whenimplemeninvolved. under devthe recruican give tcandidateon what syou are lolevels, sucalready dibeginningenvironmtraining ‐ With this side" of ecareer patinformal t
5:Develo Summaryfunctions,terms of tBefore welet's take further st As we've role for tr
e other ways te developmennization have? If not, on‐thve joint ventuOTJ combinesprogression, bt they learn frprograms. If tm to make it pram, HR may ofile of the bvely, training nts of the OT
with formal deR on board wn you begin lonting a new pFor example,velopment oriters in the prhem feedbace profile, theyskills managerooking to impch as employeiscussed, invog. This way, yoent where HRand vice vers
in mind, let'smployee devths, coachingtraining interv
opment2
: As part of th, we have exatraditional leae leave the dea look at howeps together
discussed, deraining, but th
to get involvent. For exampe an on‐the‐joe‐job (OTJ) pure for HR ans a learning inboth HR and trom OTJ resuhe people thpast certain pneed to look est candidatemay need to TJ program.
evelopment pwith what youooking at desirogram, get H, if new hire tr redevelopmrocess. Just asck on the potey can give yours are really loplement trainiee selection, olve HR from ou are creatinR is closely alsa.
s move on to telopment, whg, mentoring, ventions.
he training roamined develarning interveevelopment cw training and.
evelopment ishere 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 togning and HR personnelraining 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
trainWe'vdevedeve One devecurricurriwithwhocomprogdevefurthessethe mdeveone expearealogicpositmovassudepawhicas wmanaddisuccprofcertasupewherequare daccucred Next"crosthat comdeveparticertamen
ning can crossve looked at melopment, so elopment ave
of the first avelopment is thiculum develoiculum, trainih managers, s do the jobs ipetencies or grams. This inelopment, buher to career entially a collemost logical selopment. Thposition to aertise, or takina. For examplecally move inttions, but in sve into roles srance. With cartment's defch positions pwell as how denagers envisiotion, just as ycess in new hiile of who woain roles. For ervisors may breas the qualuire more anadeveloped as urate and will ibility of the t
t, coaching anssroads" for Hcoaching andponents of belopment. Coicular piece oain set of skilntor takes a ge
s in this impomore traditionow let's exaenues for trai
venues for emhrough careeopment. In teing is usually upervisors, ain order to deskills are incl
n itself is a fort consider takpaths. The caection of currsteps in an emis could meannother withinng a logical ste, call center to supervisorsome situatiosuch as analyscareer paths, finite partnerpeople are moepartment anon those careyou can give fre training, Horks best wheexample, thebe more peoplity assurancealytical skill. C a partnershialso help inctraining prog
nd mentoringHR and trainid mentoring aoth formal anoaches typicalof performancls or functioneneral focus i
rtant functiononal forms of amine other ning and HR.
mployee er paths and erms of going to wornd the peopleetermine whauded in trainrm of king it a step areer path is icula that mamployee's n moving fromn one area of tep into anotemployees cy roles from lons they can asis or quality HR is the tra
r. HR can tell yoving to and fnd division er steps. In feedback on HR can providen promoted e call center ple oriented, e position maCareer paths tp with HR wilcrease the gram as a who
g are also ng. Keep in mare two separnd informal ly focus on a ce, such as a ns, whereas a in helping a
7
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ke up
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person wicareer skiprogram, from the supervisoskills are mand in maCoaching formal proas an assoimprovemformal cowork togereward bo In a mentinformal, progressiomoves. Wand trainimentor pmentors ocomponeHR than tmentor iscertainly land helpin Other infoexist as joFor exampa social nediscussionthe case, the socialis accuratHR and trcan also bnetwork. make surejoint ventassure thamoderatodepartme The final atogether i
ith his or her lls. When youmuch of youpeople on thers. These gromissing from any cases can can be formaogram can leociate's perfoment is documaching prograether to trackoth associate
oring arrangethe focus becon and prepa
With an effecting can work rogram, as won their rolesnt is probablyhe coaching c focused on tlend a hand inng it move fo
ormal routes oint ventures ple, the mentetworking con board, blog,HR and traini network ande and appropaining featurbe part of an iThe key withe exchanges ature betweenat informatioors present thents.
area where tris retention, s
career path au look at a cor informatione jobs and theups typically an associate'take over as al or informalad back to caormance and mented. In theam, HR and tk, change cous and their co
ement, whethcomes a persaredness for cive set of caretogether to mell as to educ. In fact, the my more of a crcomponent. Bthe overall can preparing trward.
for developmbetween HR tor program mmponent suc, or chat feating together cd ensure that priate for thates such as cainformal or fosuch interveare monitore HR and trainn is monitorehe perspective
raining and Hso 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, HRmonitor the cate and trainmentor 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
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n
genecom
6:G Sumcan hour ddiscuthe l In tebothtalenrepegeneinvoprogprogfor rtrainemp One geneevalucontdepamancertatheirprogIn otwhatthe wlead likelytenda newevendon'theyhiresinsig NextThis buy
eral and leadeponent of em
eneralRete
mary: Both hhave a big imdiscussion of uss both geneleadership lev
erms of retenth together annt acquisitioneatedly for theral, retentionlves fine‐tunigrams, as welgrams as a poretention. Letning departmeployee retenti
of the first iteral retentionuation of newtinuous operaartment, but nagers who suainly evaluater supervisors,gram itself frother words, et the managewrong skills o to the skills, y to misconned to be in greaw hire who juntually self‐se't want those y did not get ts' managers cght on how w
t, consider crois another arin from both
ership levels fmployee deve
ention
human resourmpact on emptraining roleseral retentionvel.
tion, HR and d separately n cycle does ne same groupn from the traing and monitl as using thootential sourcet's take a lookent can assistion.
tems to look an is new hire tw hire trainingation for the tdon't forget tupervise new e new hire pe, but be sure om the managnsure that neers need. If yoor the wrong new hires anect. And unhaat danger of lust wasn't theelect anyway, perfect fits lethe training thcan give you qell prepared t
oss training area where youHR and mana
for ideas in thelopment.
rces and trainloyee retentis in HR, we wn and retentio
training can wto ensure thanot have to rups or positionaining perspetoring all ose training e of advertisik at how the t HR with
at in regard totraining. Obvig should be atraining to evaluate thhires. You sherformance vito examine thgers' perspecew hire trainiou are teachinprocedures thnd managers aappy new hireaving. Of coe right fit will but you defieaving becauhey needed. quite a bit of they are.
as a retentionu'll want to gagers, but in
8
his
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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
today's enCross traitraining oprove an employeeand to beneeded. Btool? Empthe organlikely to st Also, be sIn any disknow thatuseless unmost parttelling youthat knowconstantlyyou'll findretention Another wthrough tline. In tothat trainanyway. Bprogramsimpacted customerpositions ago or twbecome loitems, you Finally, trypossible. online dechange. Eand trainidiscussedtake on mof work tifrom a traaway for tpositive imalternativexample,
nvironment tning does notr line manageexcess of stafes can learn to prepared to But how is croployees with mnization and ittick around.
ure to "listencussion of trat an evaluationless you do st, trends in trau something awledge. As yoy aligned withd that this alig.
way to look atraining is to tday's economing managersBut look at th teach and figthe organizaservice bettelower or higho years ago? ower? If you u may also im
y to make traIf certain prolivery, take thmployees neng at all time, many of the
more responsime. If you caaining locatiothe duration mpact on reteve methods towe've discus
his may be fat necessarily ers are attemff. It simply mo do more witake over whoss training a more knowlets operations
" to training aining evaluaton, at whatevsomething wiaining evaluaand you shouur programs ah employees gnment may i
t general retetruly examinemic environmes are forced te competencgure out howtion. For examer? Is turnoveher than this tHave operatican link train
mpact retentio
aining as accegrams lend thhe plunge anded access to es, but, as weem are being bility in the sn cut out travn, not to menof training, thention. Consido training, as sed social me
airly easy. mean that
mpting to means that th less staff ‐herever retention
edge about are more
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