I/O Psychology: Industrial vs. Organizational

• Work (Industrial) Psychology is primarily concerned with molecular issues.
• Organizational Psychology takes a molar approach.
• A molecular approach focuses on small units.
• A molar approach focuses on large units.

I/O Psychology Similarities

• Organizational psychology and I/O psychology have similarities.
• Both sectors influence organizations in areas like communication, team dynamics, workflow processes, management, employee engagement, safety, and overall culture or environment.

I/O Psychology Differences

• A key difference is that organizational psychology has a humanistic approach.
• Industrial psychology has a data-analytics approach.

Industrial Psychology

• Focuses on individuals at work and how they perform.
• Industrial psychologists provide training to develop specific job skills.
• They choose trained employees to enhance organizational efficiency.

Organizational Psychology

• Focuses on how the organization performs in a society.
• Organizational psychologists place trained employees in positions to enhance organizational efficiency.

Industrial Aspects

• Recruitment
• Hiring/Selection
• Performance Management
• Training & Development
• Job Classification

Organizational Aspects

• Leadership
• Teams
• Organizational Development
• Change Management
• Employee Experience

Industrial Psychology Focus

• Human Resource Planning
• Career Development
• Recruitment and Selection
• Induction Training and Development
• Compensation
• Performance Appraisal
• Job Analysis, Description, and Specifications

Organizational Psychology Focus

• Communication
• Motivation
• Group Behavior
• Individual Differences and Diversity
• Leadership
• Employee Well-being
• Organizational Design, Development, and Culture

"I" vs. "O" - Industrial

• Performance = Ability
• Company-oriented
• Efficiency and productivity
• Personnel/Human resource

"I" vs. "O" - Organizational

• Performance = Ability + motivation, organizational factors
• Employee's experience
• Human relations

Industrial/Organizational Psychology components

• Emerging fields include strategic planning, virtual workplace, teamwork, leadership, coaching, and multiple organizational levels.
• Based on a scholar-practitioner model, it studies behavior in organizational and work settings.
• Overall approach applies psychological theories, methods, facts, and principles to individuals and groups in organizational and work settings.

Function & Goals of Industrial Psychology

• Policy Planning
• Improving Management
• Employee Testing & Selection
• Synthesizing work style
• Training & Development Design
• Improving workplace productivity

Functions of HRM

• Acquisition of human resources involves getting people.
• Development of human resources involves preparing people.
• Motivation of human resources involves stimulating people.
• Maintenance of human resources involves keeping people.

HRM Components

• Acquisition includes human resources planning, recruiting (internal/external), employee socialization, and selection.
• Maintenance includes safety and health, and employee/labor relations.
• Development includes employee training, management development, and career development.
• Motivation includes job design, performance evaluations, rewards, job evaluation, compensation/benefits, and discipline.

Talent Acquisition

• Talent acquisition identifies organizational staffing needs.
• It also recruits qualified candidates.
• It selects candidates best suited for available positions.
• A winning recruitment strategy should be made for your organization.
• The talent acquisition team is responsible for identifying, acquiring, assessing, and hiring candidates to fill open positions in a company.

Cornerstones of Talent Acquisition

• Employer branding
• Future resource planning
• Diversifying a company's labor force
• Developing a robust candidate pipeline

Talent Acquisition vs. Talent Management

• Talent Acquisition focuses on attracting and hiring skilled employees.
• Talent Management concentrates on developing and retaining these employees.
• HR oversees these processes while managing other employee-related aspects.

Purpose of Talent Aquisition

• Attract and hire skilled employees to fulfill a company's business needs.

Talent Acquisition Professionals Build:

• A strong employer brand to attract the right candidates.
• Proactively build applicant pipelines to meet current and future business needs.
• They maintain relationships with past candidates for future opportunities.
• They strategically source potential hires from diverse backgrounds

Talent Acquisition Benefits

• Builds workplaces with skilled employees driving successful businesses.
• Transforms recruiting from an as-needed function to a proactive hiring function.
• Creates candidate pipelines for future staffing needs.
• Recruits diverse employees from various backgrounds.
• Hires people with the agility to grow beyond their role.

Talent Pipeline

• A talent pipeline is a pool of candidates ready to fill a position.
• This can include employees ready for advancement and external candidates prequalified for an opening.
• Closely related to the term "talent pool."

Talent Management Importance

• Helps companies engage employees and prevent turnover.

Talent Management Companies

• Identify internal candidates to fill key positions.
• They also increase retention rates through employee career-pathing.

Talent Management Teams

• Develop new and current employee skills, ensuring alignment with company's goals.
• They onboard new hires with scheduled tasks and check-ins.
• They also conduct skills gap analyses and schedule training programs.
• Designs company organizational structure and define each position responsibility .
• Prepares succession plans for future hiring needs.

Recruitment

• Recruitment closes open positions repidly.
• It is short term, and addresses talent gaps.
• It typically fills operating roles, with a quick fit, higher costs, and results in spot hiring.

Talent Acquisition

• Talent Acquisition has a global hiring strategy.
• It has a long term.
• Ongoing aspect addresses future human resources needs.
• Fills Typically, leadership and specific roles with a culture fit, reducing costs, and being an ongoing process.

Recruitment vs. Talent Acquisition

• Recruitment is mostly reactive and linear
• Talent acquisition is cyclical and strategic.

Recruitment Focus

• Current needs.

Talent Acquisition Focus

• Talent pipeline creation in anticipation of future needs.

How recruitment works

• Finding and hiring the right people is critical.

Talent Acquisition: How It Makes a Difference

• Focuses on the Future
• Addresses the Skill Gap
• Enhances Candidate Pools.

Roles of Recruiters in Talent Acquisition

• Job Posting and Advertising
• Candidate Sourcing
• Resume Screening
• Interviewing
• Candidate Relationship Management

Talent Acquisition Process

• Job Analysis and Workforce Planning
• Talent Sourcing
• Screening & Hiring Assessments
• Interviewing
• Background Check & Job Offer
• Onboarding

Talent Acquisition Process Components

• Internal Analysis
• Talent Pipelines
• Candidates
• Recruitment Marketing
• Candidate Relationship Management are also factors

Challenges of Talent Acquisition

• Talent Competition
• Recruitment Costs
• Skill Gaps
• Employer Branding
• Diversity and Inclusion
• Talent Retention

Tips for Effective Talent Acquisition

• Develop clear job descriptions.
• Leverage technology and focus on candidate experience.
• The strategy should offer competitive compensation and benefits.
• Should be transparent/ Communicative and emphasize soft skills.
• Offer flexible work options.
• Continuously improve processes.

Talent Acquisition Importance

• Provides access to top talent.
• Improves retention and increases productivity.
• Provides cost savings and promotes innovation.
• Access to top talent and improved retention.

Employer Branding Defined

• The representation of a company as an employer.
• The image a company projects to attract and retain talent.
• This branding encompasses company values, culture, and reputation in the job market

Employee Branding

• an internal and external marketing strategy.
• It encourages employees to develop positive attitudes about their company and makes them better brand ambassadors.
• The end goal is to get every employee excited about being part of the organization.

Four P's of HR Branding

• Include people, pay, process, and promotion.
• Defined by the organization culture
• HR brand is important in attracting, engaging, developing, and retaining a best-in-class workforce.
• It market company to job seekers and what employees say about company.

Good Employer Branding Strategy

• helps attract better talent.
• Cuts hiring costs
• Reduces employee turnover.

Employer Branding Focus

• The business' brand recognition and reputation.
• It also focuses well as recruiting for top talent.
• Employee branding builds culture from the inside.
• It carries the company's banner by embodying the company's core values and product messaging.

Employer Branding Strategies

• Clear company vision.
• Includes Implementing gamification and showcases benefits and features
• Obtains brand ambassadors.
• A digital strategy to implement recurrent pulses.
• Identify unique value proposition and conduct audit.
• Create a VP and utilize social media and Introduce diversity/Engage employees.

Benefits of Employer Branding

• Reduces time to fill positions and the cost of hiring.
• It also attract employees and enhances retention.
• Attract better talented candidates who fit company culture.

In HR, a critical reputation element

• The talent brand
• Reputation of products and services is the face.
• The talent brand is the heart and soul of the organization.

Employer Branding in HR

• the company is seen as what it is and does
• The employees and candidates define it

Training Importance

• Many Workplace challenges and opportunities
• Equips individuals with necessary knowledge, skills, and abilities.
• It attracts employees to companies, engages them, and drives retention and improves Company advantage.

Key Components of Learning

• Formal Training & Employee Development
• Knowledge Management
• Human Capital and Informal Learning

Learning Acquisition:

• knowledge, skills, competencies, attitudes, or behaviors.

Training Facilitation:

• job-related competencies, knowledge, skills or behavior

Future development:

• formal education, job experiences, relationships, and assessments

Development

• formal training developed and organized by the company

Informal learning

• learner initiated and without a trainer or instructor.
• Motivated by an intent to develop
• Does not occur in a formal setting
• Employee controls the breadth, depth, and timing

Learning: Explicit Knowledge

• Well documented, easily articulated, and easily transferred from person-to-person
• Primary focus of formal training

Learning: Tacit Knowledge

• Personal knowledge based on individual experiences that is difficult to codify
• Facilitated by informal learning

Key to Learning

• Tools, processes, systems, structures, and cultures
• Improve creation, sharing, and use of knowledge

Systematic-Training Assesments and implementation:

• Organizational, Person and Task Anaysis
• Readiness for Training, Attitudes and motivation and Training
• Learning objectives, design
• Peer Support
• Method Selection,Evaluation Plan, improvement of program, and improve of cost

Systematic Design Elements

• Needs Assessment
• Ensuring Readiness for Training
• Creating a Learning Environment
• Ensuring Transfer of Training
• Selecting Training Method
• Monitoring and Evaluating the Program

Questions To Consider:

• Why is it important to systemically design training?
• What are the limitations of the ISD and ADDIE models?
• What should you do in practice?

Forces Impacting Learning Factors

• Economic cycles impact generational differences and talent management
• The customer quality and strategies related to business.
• The high tech and change needed.

Factors to Consider:

• Economic cycles
• Globalization
• The value of intangible assets and human capital
• Focus on links to business strategy and Changing demographics and diversity
• Generational differences and Talent management
• The customer service and talent management
• New technology and High-performance models of work systems

Economic cycles

• During difficult times, companies tempted to reduce training expenditures
• Can however be detrimental
• Companies that perform Staffing recover quickly

Globalization

• Global companies must find talented employees.
• Expatriates require training for success
• Individuals from different countries come to the U.S. for low-skill work and highly technical positions
• There are pros and cons of outsourcing

Intangible assets consist of:

• Human Capital is a part and its knowledge must be managed.
• There are impacts of new workers.
• The change of organizations is rising is learning.

Business Strategy importance

• Training increases of strategic importance given increasing of intangible assets, and human capital.
• The talent increases because they are needed to become business success
• The companies each have a training need that must be assessed effectively and fit need

Considerations:

• Racial and Ethnic Diversity: Workforce will continue to grow more racially and ethnically. The force expected to be 80 percent

Generations at Work in 2022:

• Traditionalist
• Baby Boomers
• Generation X
• Generation Y—Millennials Generation
• Z—Digital Natives

Communicating Diversity

• Recognize what must be done and provided.
• Improve and listen.
• Learn from those stereotypes and provide solutions for employees to be creative.

Training

• Systematic, strategic effort to maintain a companies talent.
• Important because demands can
• Maintain skill
• Retain Baby Boomers

Quality Emphasis and Goals:

Total Quality Management continually efforts Accomplish through Malcolm and ISO Awards

Criteria Includes:

• Leadership
• measurement
• Analysis
• knowledge
• Results