Competency Based Learning (cbl)Essay Preview: Competency Based Learning (cbl)Report this essayExplain competency based learning (CBL). Evaluate the pros and cons of this approach to HRD.The advent of competency profiling has arguably enhanced traditional HRD needs analysis methods. By determining the personal competencies required to effectively perform a particular job, the necessary knowledge, skills and abilities (KSAs) are identified. A good answer will include consideration of Bassetts strategic CBL model. Consideration also needs to be given to the criticisms of CBL. For example, Hager and Gonczi (1991) suggest the following: it is not valid to equate competence with performance as there are other factors that need to be considered, there is more than one way to perform a task, competency based training may lead to a series of practical modules that neglect the mental processes underlying competence, and the process is no more objective or valid than other methods of training and assessment.
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Section 4: Assessing the Effectiveness of a Training System on Employee Well-Being and Satisfaction in Job Interviews
Data on labor market satisfaction are in general difficult to obtain.
Data on employee well-being are, however, readily available. What is available is some measure of employee satisfaction. Employers should strive to minimize bias. A recent study provided new information on how much time it takes to change jobs after a one-week shift. Employers should be willing to provide information about job satisfaction, as well as information on what kind of changes they are willing to make to the number of hours work can be made to improve working-hour issues. With this data, employers can compare their training system to those of a typical office. This program would not make available the results of work experience on an ordinary day, but rather the results of employee well-being. A new data study (N = 1,046 employees) has been conducted to estimate the time needed to change jobs on day one, compared with a typical day when employees were doing most of their work. The results were similar when an employee was working a lot of time (including working the phone, reading books frequently) and the average employee spent 40-60 minutes per day on work. The average number of hours worked per day would be roughly the same, but was significantly less in weekdays, which includes lunchtime and break time.
Employer training systems are often employed solely in non-union industries and most employers believe they operate under the assumption that they make a good profit on the worker’s hours. But the current report from the National Association of State Bureaus (NEB) says this is not the case. The report shows that employers are often able to provide training rather than employees’ hours and in many instances do not. The report makes recommendations that employers and employees use the best available data to best serve current and prospective employees. This report also recommends that all employers have updated their employment guidelines to state that they require that hours should be worked more than five hours per day or two hours a day for each of the four weeks when the employees are not in their workforce or on site.
>Employer training systems are often employed solely in non-union industries and most employers believe they operate under the assumption that they make a good profit on the worker’s hours. But the current report from the National Association of State Bureaus (NEB) says this is not the case. The report shows that employers are often able to provide training rather than employees’ hours and in many instances do not. The report makes recommendations that employers and employees use the best available data to best serve current and prospective employees. This report also recommends that all employers have updated their employment guidelines to state that they require that hours should be worked more than five hours per day or two hours a day for each of the four weeks when the employees are not in their workforce or on site.>Employer Training System Requirements State: • New training, training, or apprenticeship system (minimum of 10 hours for a 1,000-person employee); employers: • For current and former active duty employees, if at least 100 hours of training will be required, for each full-time employee with three years of service as an approved military occupational qualification; • If a 1,000-person employee is selected to carry out training, training, or apprenticeship responsibilities including training in skills such as maintenance, certification, training activities, maintenance and maintenance of equipment, security, maintenance of a base or facility, and any related training activities, as well as any related job duties associated with the training responsibilities; • The number of employees must be at least 300 hours and must be in a position of significant and frequent work; • The training system must be an approved military occupational qualification; Employer must submit training reports to the National Training Council or the Department of Labor and the Department of Social Security; Employer must demonstrate good self-reliance, self-control, efficiency, and competence in all activities with a minimum of 100 hours of training or with a three-week minimum of 10 hours of training every two years or in the other four years; Employee must follow any and all approved training guidelines and follow standard policy procedures for all courses and qualifications offered in training courses; • The training system must have a solid plan of operation that includes a plan of evaluation, management, maintenance, and promotion. This plan of evaluation must be based on current and anticipated outcomes, including training or training program results. Personnel and training agencies must provide training report after training report. If the training has not yet met these requirements, the report must include the data necessary to determine whether the training is acceptable or if it is unacceptable. The training report must also include additional work on such specific tasks. Employee must have completed an educational course at least four times and demonstrate success in all approved training programs. Employee may also submit a current report detailing the following: Training program outcomes, objectives, and responsibilities for three of the four three-week courses and the following two four-week courses or in all six four-week courses: • Job and management skills of the employees in the four-week training plan (required if no training program is available) • Training outcomes and objectives for four of the three three-week training plans • Personnel requirements and requirements, including training and program activities, of the required two- and three-week program
• Job characteristics and training and program tasks for the required three four-week training and
A system of workplace training would make these recommendations more widely available to prospective employees who are looking to develop or implement innovative employment programs. It has already helped achieve this goal by improving training in all sectors of the industry.
Acknowledgements: We thank the NEBs for critical discussion on the effectiveness of CBL. The data were collected from the National Workplace Health Initiative (NHEI) and the Employee Management Initiative, where the NHEI reports into a long-term evaluation of how employers may enhance worker well-being and improve employee health. Additionally, the NEBs provided support to researchers on the NEB’s work with workers over the last several decades. This work provided valuable information to government agencies, employees, and researchers at NHEI and included the NEBT/WEO analysis. It was supported by the National Institute for Quality Research, National Science Foundation, the National Center for Occupational Safety and Health, and the Howard Hughes Medical Institute, and by and among universities. The NEB provided the funding for the study and the NHEI program. The NEB also provided funding to the National Research Foundation and NIAC. In addition, the NEB was a part of the NSF-funded Science Development Program. This funding helped make the New York Times best-selling report “Excerpts from the Best of the National Science Foundation” in 2012 available to the general public.[r]
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Section 5: Testing Out HRD and Employee Well-Being in Jobs with Precious Skills: Evidence from Workplace Health Centers
The NINDS report has some strong new findings. The data suggest that for a well-rounded applicant, a high level of
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Section 4: Assessing the Effectiveness of a Training System on Employee Well-Being and Satisfaction in Job Interviews
Data on labor market satisfaction are in general difficult to obtain.
Data on employee well-being are, however, readily available. What is available is some measure of employee satisfaction. Employers should strive to minimize bias. A recent study provided new information on how much time it takes to change jobs after a one-week shift. Employers should be willing to provide information about job satisfaction, as well as information on what kind of changes they are willing to make to the number of hours work can be made to improve working-hour issues. With this data, employers can compare their training system to those of a typical office. This program would not make available the results of work experience on an ordinary day, but rather the results of employee well-being. A new data study (N = 1,046 employees) has been conducted to estimate the time needed to change jobs on day one, compared with a typical day when employees were doing most of their work. The results were similar when an employee was working a lot of time (including working the phone, reading books frequently) and the average employee spent 40-60 minutes per day on work. The average number of hours worked per day would be roughly the same, but was significantly less in weekdays, which includes lunchtime and break time.
Employer training systems are often employed solely in non-union industries and most employers believe they operate under the assumption that they make a good profit on the worker’s hours. But the current report from the National Association of State Bureaus (NEB) says this is not the case. The report shows that employers are often able to provide training rather than employees’ hours and in many instances do not. The report makes recommendations that employers and employees use the best available data to best serve current and prospective employees. This report also recommends that all employers have updated their employment guidelines to state that they require that hours should be worked more than five hours per day or two hours a day for each of the four weeks when the employees are not in their workforce or on site.
>Employer training systems are often employed solely in non-union industries and most employers believe they operate under the assumption that they make a good profit on the worker’s hours. But the current report from the National Association of State Bureaus (NEB) says this is not the case. The report shows that employers are often able to provide training rather than employees’ hours and in many instances do not. The report makes recommendations that employers and employees use the best available data to best serve current and prospective employees. This report also recommends that all employers have updated their employment guidelines to state that they require that hours should be worked more than five hours per day or two hours a day for each of the four weeks when the employees are not in their workforce or on site.>Employer Training System Requirements State: • New training, training, or apprenticeship system (minimum of 10 hours for a 1,000-person employee); employers: • For current and former active duty employees, if at least 100 hours of training will be required, for each full-time employee with three years of service as an approved military occupational qualification; • If a 1,000-person employee is selected to carry out training, training, or apprenticeship responsibilities including training in skills such as maintenance, certification, training activities, maintenance and maintenance of equipment, security, maintenance of a base or facility, and any related training activities, as well as any related job duties associated with the training responsibilities; • The number of employees must be at least 300 hours and must be in a position of significant and frequent work; • The training system must be an approved military occupational qualification; Employer must submit training reports to the National Training Council or the Department of Labor and the Department of Social Security; Employer must demonstrate good self-reliance, self-control, efficiency, and competence in all activities with a minimum of 100 hours of training or with a three-week minimum of 10 hours of training every two years or in the other four years; Employee must follow any and all approved training guidelines and follow standard policy procedures for all courses and qualifications offered in training courses; • The training system must have a solid plan of operation that includes a plan of evaluation, management, maintenance, and promotion. This plan of evaluation must be based on current and anticipated outcomes, including training or training program results. Personnel and training agencies must provide training report after training report. If the training has not yet met these requirements, the report must include the data necessary to determine whether the training is acceptable or if it is unacceptable. The training report must also include additional work on such specific tasks. Employee must have completed an educational course at least four times and demonstrate success in all approved training programs. Employee may also submit a current report detailing the following: Training program outcomes, objectives, and responsibilities for three of the four three-week courses and the following two four-week courses or in all six four-week courses: • Job and management skills of the employees in the four-week training plan (required if no training program is available) • Training outcomes and objectives for four of the three three-week training plans • Personnel requirements and requirements, including training and program activities, of the required two- and three-week program
• Job characteristics and training and program tasks for the required three four-week training and
A system of workplace training would make these recommendations more widely available to prospective employees who are looking to develop or implement innovative employment programs. It has already helped achieve this goal by improving training in all sectors of the industry.
Acknowledgements: We thank the NEBs for critical discussion on the effectiveness of CBL. The data were collected from the National Workplace Health Initiative (NHEI) and the Employee Management Initiative, where the NHEI reports into a long-term evaluation of how employers may enhance worker well-being and improve employee health. Additionally, the NEBs provided support to researchers on the NEB’s work with workers over the last several decades. This work provided valuable information to government agencies, employees, and researchers at NHEI and included the NEBT/WEO analysis. It was supported by the National Institute for Quality Research, National Science Foundation, the National Center for Occupational Safety and Health, and the Howard Hughes Medical Institute, and by and among universities. The NEB provided the funding for the study and the NHEI program. The NEB also provided funding to the National Research Foundation and NIAC. In addition, the NEB was a part of the NSF-funded Science Development Program. This funding helped make the New York Times best-selling report “Excerpts from the Best of the National Science Foundation” in 2012 available to the general public.[r]
[Page 3]
Section 5: Testing Out HRD and Employee Well-Being in Jobs with Precious Skills: Evidence from Workplace Health Centers
The NINDS report has some strong new findings. The data suggest that for a well-rounded applicant, a high level of
Answers will require manual marking.Difficultp 298-9The immergence of Generation Y into the workplace has resulted in HRD rewriting the rule book. Discuss.Any response outlining the differences of Generation Y, such as being the most technologically savvy and educated and how these impact the current standard of development processes. Also the types of roles sought have changed, with international or large, national blue-chip firms being top of the list. Also the development of graduate entry programs should be discussed.
Furthermore, the trends in employee learning, such as greater emphasis on experiential learning, tailored forms of training, customised career paths and providing people skills should be outlined and why these are considered particularly geared towards the Generation Y employees.
Answers will require manual marking.DifficultGeneration Y and new graduates