SNCOA LDR-301S Leading Organizations
Study online at https://quizlet.com/_cxkj8r
1. 6 ways to im- 1. Take a proactive approach (plan the first day)
prove outdated 2. offer a proper orientation (prior to onboarding; tour the facility, intro company
onboarding pro- tech; overview mission & goals; company org chart; expectations & culture) Use
gram. screen-sharing software
3. make onboarding interactive (engaging trng content; quizzes, videos, webinars
- gamification)
4. personalize the training process (new hires strengths, challenges, & preferences;
meet employees unique needs)
5. make it a social experience (team meeting day one; team building events;
encourage collaboration)
6. solicit and learn from feedback (survey new employees regarding the onboard-
ing process strength & weaknesses)
2. 10 Onboarding 1. Align the messaging (determine your onboarding goals; Ensure your messaging
Best Practices is consistent)
2. Plan the first day (meaningful; understand roles & responsibilities; answer
questions; positive first day)
3. Ensure a meeting with manager the first week (creates a sense of belonging;
participated in higher-quality meetings and spent more time collaborating with
their teams than those who did not have the manager meeting within the first
week)
4. support the person's authentic strengths (new hires get more satisfaction and
meaning from their work)
5. Use gamification to engage employees (approach was well-received and had a
positive impact on customer satisfaction)
6. focus on social relationships (onboarding should be fun and participative rather
than boring and top-down)
7. Provide mentors to new hires (help ease new hires into their role and work
culture; more invested in the values of the organization than those without a
mentor)
8. or provide buddies (assigning a fellow worker as a 'buddy' to help the newcomer
integrate into the workplace and 2) encouraging a new hire to observe a fellow
, SNCOA LDR-301S Leading Organizations
Study online at https://quizlet.com/_cxkj8r
associate for a period of time)
9. use diverse and blended formal practices (offering more approaches to facilitate
socialization rather than fewer, should be a primary goal of onboarding programs.
In addition, new employees perceived the range of practices as at least moderately
beneficial to their onboarding experience)
10. gather feedback (online surveys and facilitate discussions with participants
about ways to improve the onboarding program)
•
Providing a checklist, Facilitate communication, Reinforce existing culture and
sense of purpose, Provide feedback channels
3. Onboarding vs. Onboarding: Process organizations use to socialize and acclimate a new employee
Orientation vs into the culture and work life of an organization -helps an organization discover and
training make use of the unique strengths of each new employee (Bigger picture/scope)
Orientation: part of onboarding, Onboarding is a lengthy process that includes all
of the practices, programs and policies that help integrate incoming employees
into a new organization. It is a more strategic approach than a conventional
orientation and can take anywhere from 30 days to a year.
Training: specificity of learning job responsibilities
4. Initial Duty As- The Initial Duty Assignment Worksheet can be used as a guide to outline the
signment Work- FSS, MPF and commander support staff requirements to ensure personnel are
sheet assigned to a valid
position number, and to facilitate timely and accurate input of current data after
an Airman's arrival.
5. ORGANIZATION- Divisional
AL HIERARCHY Decentralized
AND STRUCTURE Matrix
, SNCOA LDR-301S Leading Organizations
Study online at https://quizlet.com/_cxkj8r
Functional
Flat
6. Onboarding vs. Onboarding: time for new hires to learn the responsibilities of the position; build
Training a bond between the organization and the employee; bigger scope within the first
90 days
Training: specificity of learning job responsibilities
7. Flat Organiza- lack of middle management; fewer layers of management; incur smaller expenses
tional Structure on salaries. Savings can accrue from non-traditional use of external resources as
well; A flat organizational structure can yield several advantages, including costs
savings, rapid adaptability, and an innovative workforce;
Open communication and collaboration are encouraged; more employees are on
a level playing field, more responsibility is placed upon each individual, creating
a situation where innovative, collaborative self-starters excel and passive followers
lag behind.
8. Functional Orga- efficiently group employees by knowledge, skills and resources; structures have
nizational Struc- vice presidents, directors and managers of marketing, for example, instead of
ture product oriented titles.
9. Decentralized decision-making responsibilities are delegated by top management to middle and
Organizational lower-level mangers; Employees can be empowered by having more autonomy to
Structure make their own decisions, giving them a sense of importance and making them
feel as if they have more input in the direction of the organization
10. matrix organiza- separate chains of command and employees are generally accountable to more
tional structure than one boss;The matrix structure is designed to be partially impermanent
There are two kinds of managers: functional managers and project managers
Managerial roles are fluid, not fixed
Study online at https://quizlet.com/_cxkj8r
1. 6 ways to im- 1. Take a proactive approach (plan the first day)
prove outdated 2. offer a proper orientation (prior to onboarding; tour the facility, intro company
onboarding pro- tech; overview mission & goals; company org chart; expectations & culture) Use
gram. screen-sharing software
3. make onboarding interactive (engaging trng content; quizzes, videos, webinars
- gamification)
4. personalize the training process (new hires strengths, challenges, & preferences;
meet employees unique needs)
5. make it a social experience (team meeting day one; team building events;
encourage collaboration)
6. solicit and learn from feedback (survey new employees regarding the onboard-
ing process strength & weaknesses)
2. 10 Onboarding 1. Align the messaging (determine your onboarding goals; Ensure your messaging
Best Practices is consistent)
2. Plan the first day (meaningful; understand roles & responsibilities; answer
questions; positive first day)
3. Ensure a meeting with manager the first week (creates a sense of belonging;
participated in higher-quality meetings and spent more time collaborating with
their teams than those who did not have the manager meeting within the first
week)
4. support the person's authentic strengths (new hires get more satisfaction and
meaning from their work)
5. Use gamification to engage employees (approach was well-received and had a
positive impact on customer satisfaction)
6. focus on social relationships (onboarding should be fun and participative rather
than boring and top-down)
7. Provide mentors to new hires (help ease new hires into their role and work
culture; more invested in the values of the organization than those without a
mentor)
8. or provide buddies (assigning a fellow worker as a 'buddy' to help the newcomer
integrate into the workplace and 2) encouraging a new hire to observe a fellow
, SNCOA LDR-301S Leading Organizations
Study online at https://quizlet.com/_cxkj8r
associate for a period of time)
9. use diverse and blended formal practices (offering more approaches to facilitate
socialization rather than fewer, should be a primary goal of onboarding programs.
In addition, new employees perceived the range of practices as at least moderately
beneficial to their onboarding experience)
10. gather feedback (online surveys and facilitate discussions with participants
about ways to improve the onboarding program)
•
Providing a checklist, Facilitate communication, Reinforce existing culture and
sense of purpose, Provide feedback channels
3. Onboarding vs. Onboarding: Process organizations use to socialize and acclimate a new employee
Orientation vs into the culture and work life of an organization -helps an organization discover and
training make use of the unique strengths of each new employee (Bigger picture/scope)
Orientation: part of onboarding, Onboarding is a lengthy process that includes all
of the practices, programs and policies that help integrate incoming employees
into a new organization. It is a more strategic approach than a conventional
orientation and can take anywhere from 30 days to a year.
Training: specificity of learning job responsibilities
4. Initial Duty As- The Initial Duty Assignment Worksheet can be used as a guide to outline the
signment Work- FSS, MPF and commander support staff requirements to ensure personnel are
sheet assigned to a valid
position number, and to facilitate timely and accurate input of current data after
an Airman's arrival.
5. ORGANIZATION- Divisional
AL HIERARCHY Decentralized
AND STRUCTURE Matrix
, SNCOA LDR-301S Leading Organizations
Study online at https://quizlet.com/_cxkj8r
Functional
Flat
6. Onboarding vs. Onboarding: time for new hires to learn the responsibilities of the position; build
Training a bond between the organization and the employee; bigger scope within the first
90 days
Training: specificity of learning job responsibilities
7. Flat Organiza- lack of middle management; fewer layers of management; incur smaller expenses
tional Structure on salaries. Savings can accrue from non-traditional use of external resources as
well; A flat organizational structure can yield several advantages, including costs
savings, rapid adaptability, and an innovative workforce;
Open communication and collaboration are encouraged; more employees are on
a level playing field, more responsibility is placed upon each individual, creating
a situation where innovative, collaborative self-starters excel and passive followers
lag behind.
8. Functional Orga- efficiently group employees by knowledge, skills and resources; structures have
nizational Struc- vice presidents, directors and managers of marketing, for example, instead of
ture product oriented titles.
9. Decentralized decision-making responsibilities are delegated by top management to middle and
Organizational lower-level mangers; Employees can be empowered by having more autonomy to
Structure make their own decisions, giving them a sense of importance and making them
feel as if they have more input in the direction of the organization
10. matrix organiza- separate chains of command and employees are generally accountable to more
tional structure than one boss;The matrix structure is designed to be partially impermanent
There are two kinds of managers: functional managers and project managers
Managerial roles are fluid, not fixed
