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Talent management (TM) is the anticipation of required human capital for an organization and the planning to meet those needs. [1] The field has been growing in significance and gaining interest among practitioners as well as in the scholarly debate over the past 10 years as of 2020, [2] particularly after McKinsey's 1997 research [3] and the 2001 book on The War for Talent.
Onboarding or organizational socialization is the American term for the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. In other than American English, such as in British and Australasian dialects, this is referred to as "induction". [1]
Using managers to train employees is an effective on-the-job training strategy because it allows them to connect the training to the actual operation that employees will conduct in their routine work. [8] Training employees to train coworkers is another effective strategy since they are familiar with the company's culture, strengths, and ...
A lot of it is about getting cross-cohort connections on technology and other topics, creating forums so that people can talk about it. The other is ensuring continual, structured feedback. Our ...
Alternatively, they can be internally focused, aiming to satisfy employees, comply with union-imposed rules, or to meet conduct standards around issues such as diversity, equity, and inclusion. [26] Many organizations lie between such extremes, attempting to balance the needs of multiple stakeholders.
Collaborative learning is a situation in which two or more people learn or attempt to learn something together. [1] Unlike individual learning, people engaged in collaborative learning capitalize on one another's resources and skills (asking one another for information, evaluating one another's ideas, monitoring one another's work, etc.).
Another important aspect is innovation. Innovation and learning are closely related. While encouraging people to learn and develop, a more innovative environment is commonly generated, innovative ideas coming from e.g. communities of practice can result in greater overall organizational learning. [21] Other benefits of a learning organization are:
Employee engagement can be measured through employee pulse surveys, detailed employee satisfaction surveys, direct feedback, group discussions and even exit interviews of employees leaving the organization. [29] Employee engagement mediates the relationship between the perceived learning climate and these extra-role behaviors. [30]