Training and Development Commons^™

Law Enforcement Recruitment, Why It Matters, And Key Management Decisions, Part Two, Patrick Oliver

History and Government Faculty Publications

No abstract provided.

Measuring Diversity, Equity, And Inclusion In The Child Welfare Workforce, Quality Improvement Center For Workforce Development

QIC-Tips

Some child welfare professionals have stated that there is a critical need for systemic changes to improve diversity, equity, and inclusion, but where do child welfare agencies begin? Although change is never easy, the starting place on the journey to have a diverse, equitable, and inclusive (DEI) workforce is relatively simple. It starts with you—a child welfare supervisor, manager, or administrator. Start by considering what you think you know. Is your knowledge based on perception or data? What experiences shape your perceptions? What tools do you have to measure your workforce? Administrative data sets and surveys that gather both qualitative …

Law Enforcement Recruitment, Why It Matters, And Key Management Decisions, Part One, Patrick Oliver

History and Government Faculty Publications

No abstract provided.

Improving The Child Welfare Workforce Through Training: Common Questions And Evidence-Informed Answers From The Qic-Wd, Quality Improvement Center For Workforce Development

QIC-Tips

Training is often the first intervention child welfare agencies use to address critical workforce development issues. This QIC-Tip aims to answer child welfare agency leaders’ questions about effective training strategies to increase knowledge, enhance skills, and improve job performance. Answers are drawn from the QIC-WD Umbrella Summaries which present a synopsis of the published meta-analyses of specific workforce topics.

What broad-based training approaches can improve employee learning outcomes and job performance?

Coaching uses a structured learning process, over time, to help the learner reach specific goals. Meta-analytic research on the use of professional coaches (not managers or experienced coworkers) …

Beyond Access And Legitimacy: Training For Intercultural Communication In The Contemporary Workplace, Jessica Hammond

Business Administration: Student Scholarship & Creative Works

Significant research surrounds the concepts of intercultural, cross-cultural, and multicultural communication, both in academia and the workplace. The concepts are nearly identical, pointing to an ability to understand and adapt to the norms of a different cultural perspective. Despite the increasing cultural diversity of the United States, many firms continue to treat “diversity” from a legalistic or competitive perspective. This paper proposes a model for training employees in a firm to enhance their own intercultural communication skills to elevate the firm into a cultural mindset of learning. The model follows five cyclical steps: Assess, Design, Motivate, Implement, and Results. By …

Training And Developing Non-Irish Workers: The Perspectives Of Interested Stakeholders, Mary Prendergast

Articles

Purpose – This paper aims to explore the challenges facing Irish organisations in the training and development of non-Irish workers. It analyses the importance of fluency in the host country’s language and the approach taken by organisations in relation to language training. In-depth semi-structured interviews provide significant insights for the policies and practices of multiple stakeholders.

Design/methodology/approach – The empirical research comprised 33 in-depth interviews conducted with employers, employees, trade unions and regulatory bodies, and an objective content analysis provided insights into the challenges Irish organisations face in the training and development of non-Irish workers.

Findings – The results indicate …

There Is Nothing More Diverse Than "New", Frederick A. Miller, Roger Gans

Communication Faculty Publications

In the organizational competition for talent, successful retention of newly recruited workers is at least as important as the initial hire. Still, many organizations fail to establish a sense of inclusion for new people in much the same way they often fail to create a sense of inclusion for people of color, women, people with foreign accents, or anyone with obvious differences from the “traditional group.” In most organizations, even those that have embarked on “diversity initiatives,” newly hired people often do not feel welcomed. Consequently, turnover rates in the first two years of employment are seven times greater than …