MBA 26

Onboarding of new employees Both onboarding and induction are distinct processes. Onboarding and training are also two distinct processes. This curriculum lasts more than one or two days. Onboarding is a procedure that helps organizations acclimate new hires to their culture. A successful onboarding program lasts for two to three months. According to the Society for Human Resources Development (SHRM), e mployee onboarding, also known as organizational socialization, is the "process of assisting new hires adjust to the social and performance aspects of their new jobs quickly and smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function effectively within an organization"  (Panopto, 2019). Why is Employee Onboarding Important? After a drawn-out interview process, the first engagement a new employee has with the company is during onboarding. Your employee can regret accepting the job offer if the experience falls short of their expectations. A subp...

The Key to Improving Performance Employee engagement is the key to raising performance. Organizations and engaged employees will go above and beyond for one another because they recognize the value in their relationship. What is engagement? Armstrong (2006) defined "engagement" as a successful partnership between an employee and the company. According to Khan's (1990) research, people are capable of developing a personal connection to their work. He went on to define "personal engagement" as the commitment of organization members to their job functions. Customer loyalty Employee retention Employee productivity Advocacy of the organization 6 Prime Benefits of Employee Engagement/Source:blog.vantagecircle.com Bhuvanaiah and Ray (2014)   classified the concept of "employee engagement" into five levels with reference to the level of individual contribution towards organizational achievement and satisfaction. The engaged are highly productive and the happ...

Training and Development Introduction Training and development, according to Jacob and Ronal (2003), are the official and ongoing efforts of an organization to improve the self-fulfillment and productivity of its workforce. Organizations use a variety of techniques to offer educational programs to their workforce, and contemporary businesses have adopted a number of strategies to improve workers' attitudes, knowledge, and abilities by coordinating their practices in training and development. These initiatives will support staff members' short- and long-term personal growth (Amir & Amen, 2013). Training and Development methodologies Armstrong (2006) asserts that businesses use both on-the-job and off-the-job training strategies to equip staff with the knowledge, abilities, and competencies necessary to meet organizational goals. Two different kinds of training techniques are, Source:  Masood, 2013 The following steps are included in effective training and development process...

Age diversity and job performance Age diversity is the ability of an organization to hire people in a variety of age groups and integrate them into its working culture. Age-diverse teams are made up of coworkers who have accumulated a variety of authoritative, professional, or personal encounters (Kunze et al., 2011). These coworkers or staff members are ambassadors for various partner groups, and their ages vary by more than 25 years (Wegge et al., 2008). Figure 1:   Three generations of the workforce [A] Baby Boomers (Bertolino et al. 2013; Riach 2009), [B] Generation X (Crumpacker and Crumpacker, 2007), [C] Millennials (Bell and Narz 2007; Paggi and Jopp 2015) Age diversity has become a critical challenge in developed-country organizations (Schneid et al., 2016).Organizations are considering recruiting older people in order to create an age diverse working environment (Bohem et al., 2014), thereby halting early retirements (Dychtwald et al., 2004). Because age diversity can hav...

  Why organizational culture is important. A successful corporation will maintain a culture based on a set of traits that are consistent with the corporate strategy and organizational design. A positive corporate culture will increase employee engagement and set you apart from your rivals. More significantly, it draws in more talent. Although some individuals believe that organizational culture is a product of an organization's people and processes and cannot be managed or measured, the reality is that it is surprisingly palpable (Kalaiarasi & Sethuram, 2017). Characters of a successful organizational culture Organizational culture is the result of the shared values, attitudes, and actions of the individuals inside a corporation. These standards govern how staff members carry out their duties and provide customer service, as well as whether they are driven to achieve their goals and really devoted to the company's overarching vision. (2018) (Groysberg et al.)   Layers of c...

Exit Interview: Is It Really Important? A survey, analysis, or conversation with the employee is what is known as a "exit interview," and it is carried out by the employer when the person is about to leave the organization. Organizations are not required to adhere to this, but doing so will enable them to see certain signs that an employee may be departing. Because the leaving interview is voluntary and not required, the employee may decline to participate. Employers should also refrain from arranging it. Retention strategies might be based on the information from exit interviews. Exit interviews seek to understand why individuals are departing rather than trying to convince them to stay (Armstrong, 2006). The exit interview is a conversation between an organization representative and a departing employee to uncover reasons for leaving (Hossain et al., 2017).  Why it's important to do exit interviews Identify potential for staff growth. Retaining top people will lower ext...

  Offer workplace flexibility to improve employee satisfaction When employees and employers come to an amicable agreement about the when, where, and how an employee will work to satisfy the needs of the organization, it is known as workplace flexibility. Flexibility can be formal and formally sanctioned by HR regulations or informal and available at the discretion of the employer. It may include:   Policies and procedures that control how, when, and where employees work. Alternative work arrangements and HR policies such as flextime, telework, leaves and part-time work that an entire work unit or a subgroup of employees uses. Changes to job autonomy and design that give employees more control over their working hours and location. Informal practices such as occasionally or regularly using flextime to come in late or leave early or to work from home with supervisor permission. Mobile work, such as working at a client’s workplace. Utilizing technology to collaborate and work awa...