{"id":252,"date":"2017-07-28T19:03:50","date_gmt":"2017-07-28T19:03:50","guid":{"rendered":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/?post_type=chapter&#038;p=252"},"modified":"2024-05-08T04:00:01","modified_gmt":"2024-05-08T04:00:01","slug":"employee-orientation-and-training","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/chapter\/employee-orientation-and-training\/","title":{"raw":"Employee Orientation and Training","rendered":"Employee Orientation and Training"},"content":{"raw":"<div class=\"textbox learning-objectives\">\r\n<h3>Learning Outcomes<\/h3>\r\n<ul>\r\n \t<li>Describe employee orientation approaches.<\/li>\r\n \t<li>Describe employee training approaches.<\/li>\r\n<\/ul>\r\n<\/div>\r\nBefore any employee can get to work, they must go through a process of onboarding that includes:\r\n<ul>\r\n \t<li>Filling out legal and financial paperwork<\/li>\r\n \t<li>Learning about and signing up for eligible benefits<\/li>\r\n \t<li>Reviewing the employee handbook and policies<\/li>\r\n \t<li>Receiving any necessary training in job-specific technology, procedures, etc.<\/li>\r\n<\/ul>\r\nSometimes, corporations believe that they can hand new employees a stack of paperwork and assume they will fill it out correctly and figure out how to fit in with their new employer. This is rarely a good idea, as every employer has its own systems and expectations\u2014and being the \u201cnew kid on the block\u201d is tough enough without adding a laundry list of do-it-yourself tasks.\r\n<h2>Why Orientation and Training Are Important<\/h2>\r\nWhen a new employee arrives, they are likely to have preconceived ideas about what is expected of them, and are likely to be anxious about making a good impression. Often, those ideas are based either on prior experience, on word of mouth, or on information the new employees have gathered through the media. None of these sources will help a new employee if his expectations don\u2019t match reality.\r\n\r\nOrientation and training can serve many positive purposes. For example, they can:\r\n<ol>\r\n \t<li>Lower costs by helping the employee get up to speed quickly and avoid time- or money-consuming mistakes.<\/li>\r\n \t<li>Help the employee to gain confidence and feel valued because they know the company\u2019s system, people, and expectations.<\/li>\r\n \t<li>Improve the employee\u2019s performance by helping them to build skills and relationships quickly.<\/li>\r\n<\/ol>\r\nEmployees who know what they\u2019re doing can save their employer a huge amount of money. Almost half of Walmart\u2019s workers turn over each year,[footnote]Rachel Abrams, \u201cWalmart Worker Advocates Express Skepticism Over Raises,\u201d June 3, 2016, accessed July 27, 2017, <a href=\"https:\/\/www.nytimes.com\/2016\/06\/04\/business\/walmart-worker-advocates-express-skepticism-over-raises.html\" target=\"_blank\" rel=\"noopener\">https:\/\/www.nytimes.com\/2016\/06\/04\/business\/walmart-worker-advocates-express-skepticism-over-raises.html<\/a>.[\/footnote] which could be why it often scores poorly for customer service. Walmart said inept shelf-stocking cost $3 billion in 2014.[footnote]\u201cSerfs up,\u201d The Economist, March 26, 2015, accessed July 27, 2017, <a href=\"https:\/\/www.economist.com\/news\/business\/21647320-american-firms-are-having-get-back-habit-granting-pay-rises-serfs-up\" target=\"_blank\" rel=\"noopener\">https:\/\/www.economist.com\/news\/business\/21647320-american-firms-are-having-get-back-habit-granting-pay-rises-serfs-up<\/a>.[\/footnote] Costco pays more to have happier staff who quit less and build up skills. Margins are higher as a result.[footnote]Wayne F. Cascio, \u201cThe High Cost of Low Wages,\u201d December 2006, accessed July 27, 2017, <a href=\"https:\/\/hbr.org\/2006\/12\/the-high-cost-of-low-wages\" target=\"_blank\" rel=\"noopener\">https:\/\/hbr.org\/2006\/12\/the-high-cost-of-low-wages<\/a>. [\/footnote]\r\n\r\nEven an employee who makes $8 per hour can end up costing a company around $3,500 in turnover costs, both direct and indirect.[footnote]The Build Network, \u201cTry Fixing the Problem Before Replacing It,\u201d Inc., Feb. 27, 2014, accessed July 27, 2017, <a href=\"https:\/\/www.inc.com\/the-build-network\/turnover-costs.html\" target=\"_blank\" rel=\"noopener\">https:\/\/www.inc.com\/the-build-network\/turnover-costs.html<\/a>. [\/footnote] Some studies have put the costs of employee turnover in certain industries even higher\u2014one report from Cornell University\u2019s Center for Hospitality Research estimated an overall turnover rate of 120 percent in the quick-service restaurant industry, with turnover costs averaging $5,864 per employee.[footnote]J. B. Tracey and Timothy R. Hinkin. \u201cThe Costs of Employee Turnover: When the Devil Is in the Details.\u201d Cornell Hospitality Report 6, no. 15 (2006), 6, 8. <a href=\"http:\/\/scholarship.sha.cornell.edu\/cgi\/viewcontent.cgi?article=1148&amp;context=chrpubs\" target=\"_blank\" rel=\"noopener\">http:\/\/scholarship.sha.cornell.edu\/cgi\/viewcontent.cgi?article=1148&amp;context=chrpubs<\/a>.[\/footnote]\r\n<h2>How Human Resources Onboards Employees<\/h2>\r\nHuman resources professionals are usually in charge of ensuring new hires have completed all necessary paperwork, signed up for benefits, reviewed safety and ethics policies, and received a comprehensive tour of the workplace. Before getting into the details of the workplace, most HR managers will ensure that employees have filled out and signed paperwork that proves their eligibility to work in the United States, as well as tax forms and other important documents.\r\n\r\nTogether with the hiring manager, HR may also set up and implement training, introduce new hires to key staff, provide keys or codes, and explain (for example) how mail is sent and received, when and where to get lunch, where to park, and whether it\u2019s okay to use social media during work hours.\r\n<h2><strong>How<\/strong> Managers<strong> Welcome New Employees<\/strong><\/h2>\r\nEven though HR will (or should) walk a new employee through necessary paperwork and training, it\u2019s important for managers to make their new hires feel welcome. It\u2019s equally important to help new hires acclimate to a new work setting. To do this, many managers will:\r\n<ul>\r\n \t<li>Send a welcome letter to their new hire before they arrive, providing information about what to expect on their first day at the new job. Sometimes this letter will include suggestions for appropriate attire, parking information, and other key details.<\/li>\r\n \t<li>Meet with HR to discuss exactly when and how the new hire will learn about company policies and benefits.<\/li>\r\n \t<li>Meet with team members to set up the new hire\u2019s work space, passwords, telephones, and access to necessary systems.<\/li>\r\n \t<li>Assign one individual to serve as the new employee\u2019s mentor or buddy (usually someone who knows the ropes and can provide answers to most reasonable questions).<\/li>\r\n \t<li>Plan for the new hire\u2019s schedule and initial set of tasks, as well as a process for helping the new hire to ask questions, review procedures, and ensure that he or she is off to a good start.<\/li>\r\n \t<li>Plan for any training the new hire will need (in collaboration with HR and department members).<\/li>\r\n \t<li>Set up a lunch with the new hire and other members of the working team as a way to get to know one another, answer questions, and make personal connections.<\/li>\r\n<\/ul>\r\n<div class=\"textbox tryit\">\r\n<h3>Practice Question<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/f2b7441f-0d38-4e04-85b5-f7a80990d21a\r\n\r\n<\/div>\r\n<h2>Options for New Employee Training<\/h2>\r\n<img class=\"alignright wp-image-807 \" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/1972\/2017\/06\/28190156\/No-title.jpg\" alt=\"Two women sitting in front of a computer\" width=\"400\" height=\"267\" \/>\r\n\r\nTraining can take many forms, depending upon the type of work for which the employee is hired and the employee\u2019s existing level of skill. Training may be more critical if the company uses proprietary software or systems that don\u2019t exist in other locations or if procedures or policies are unusual, involve industrial or official secrets, require specialized knowledge, or are legally complex.\r\n\r\nSome types of training techniques include:\r\n<ul>\r\n \t<li>Self-paced online training in areas such as software skills, safety procedures, or other technical skills.<\/li>\r\n \t<li>Hands-on training in the use of equipment or machines ranging from copiers to heavy equipment.<\/li>\r\n \t<li>Leader-led group training programs to teach \u201csoft\u201d skills such as coaching, team-building, customer service, client management.<\/li>\r\n \t<li>Formal business courses through outside vendors.<\/li>\r\n \t<li>\u201cShadowing\u201d or following a skilled employee to observe and learn skills and procedures.<\/li>\r\n \t<li>Mentoring or one-on-one meetings to review work, discuss options, and provide feedback.<\/li>\r\n<\/ul>\r\nThe key to successful training is to ensure that the employee truly understands and can use the information provided. Evaluation can involve formal testing or informal conversations. It\u2019s important to let the new hire know that questions are welcome\u2014and there is no such thing as a \u201cdumb question.\u201d\r\n<div class=\"textbox tryit\">\r\n<h3>PRactice Questions<\/h3>\r\nhttps:\/\/assess.lumenlearning.com\/practice\/784774ca-0c69-47b1-b9a4-9fb3077c6f3f\r\n\r\nhttps:\/\/assess.lumenlearning.com\/practice\/bec52376-426c-49d3-8692-2776b2497297\r\n<\/div>","rendered":"<div class=\"textbox learning-objectives\">\n<h3>Learning Outcomes<\/h3>\n<ul>\n<li>Describe employee orientation approaches.<\/li>\n<li>Describe employee training approaches.<\/li>\n<\/ul>\n<\/div>\n<p>Before any employee can get to work, they must go through a process of onboarding that includes:<\/p>\n<ul>\n<li>Filling out legal and financial paperwork<\/li>\n<li>Learning about and signing up for eligible benefits<\/li>\n<li>Reviewing the employee handbook and policies<\/li>\n<li>Receiving any necessary training in job-specific technology, procedures, etc.<\/li>\n<\/ul>\n<p>Sometimes, corporations believe that they can hand new employees a stack of paperwork and assume they will fill it out correctly and figure out how to fit in with their new employer. This is rarely a good idea, as every employer has its own systems and expectations\u2014and being the \u201cnew kid on the block\u201d is tough enough without adding a laundry list of do-it-yourself tasks.<\/p>\n<h2>Why Orientation and Training Are Important<\/h2>\n<p>When a new employee arrives, they are likely to have preconceived ideas about what is expected of them, and are likely to be anxious about making a good impression. Often, those ideas are based either on prior experience, on word of mouth, or on information the new employees have gathered through the media. None of these sources will help a new employee if his expectations don\u2019t match reality.<\/p>\n<p>Orientation and training can serve many positive purposes. For example, they can:<\/p>\n<ol>\n<li>Lower costs by helping the employee get up to speed quickly and avoid time- or money-consuming mistakes.<\/li>\n<li>Help the employee to gain confidence and feel valued because they know the company\u2019s system, people, and expectations.<\/li>\n<li>Improve the employee\u2019s performance by helping them to build skills and relationships quickly.<\/li>\n<\/ol>\n<p>Employees who know what they\u2019re doing can save their employer a huge amount of money. Almost half of Walmart\u2019s workers turn over each year,<a class=\"footnote\" title=\"Rachel Abrams, \u201cWalmart Worker Advocates Express Skepticism Over Raises,\u201d June 3, 2016, accessed July 27, 2017, https:\/\/www.nytimes.com\/2016\/06\/04\/business\/walmart-worker-advocates-express-skepticism-over-raises.html.\" id=\"return-footnote-252-1\" href=\"#footnote-252-1\" aria-label=\"Footnote 1\"><sup class=\"footnote\">[1]<\/sup><\/a> which could be why it often scores poorly for customer service. Walmart said inept shelf-stocking cost $3 billion in 2014.<a class=\"footnote\" title=\"\u201cSerfs up,\u201d The Economist, March 26, 2015, accessed July 27, 2017, https:\/\/www.economist.com\/news\/business\/21647320-american-firms-are-having-get-back-habit-granting-pay-rises-serfs-up.\" id=\"return-footnote-252-2\" href=\"#footnote-252-2\" aria-label=\"Footnote 2\"><sup class=\"footnote\">[2]<\/sup><\/a> Costco pays more to have happier staff who quit less and build up skills. Margins are higher as a result.<a class=\"footnote\" title=\"Wayne F. Cascio, \u201cThe High Cost of Low Wages,\u201d December 2006, accessed July 27, 2017, https:\/\/hbr.org\/2006\/12\/the-high-cost-of-low-wages.\" id=\"return-footnote-252-3\" href=\"#footnote-252-3\" aria-label=\"Footnote 3\"><sup class=\"footnote\">[3]<\/sup><\/a><\/p>\n<p>Even an employee who makes $8 per hour can end up costing a company around $3,500 in turnover costs, both direct and indirect.<a class=\"footnote\" title=\"The Build Network, \u201cTry Fixing the Problem Before Replacing It,\u201d Inc., Feb. 27, 2014, accessed July 27, 2017, https:\/\/www.inc.com\/the-build-network\/turnover-costs.html.\" id=\"return-footnote-252-4\" href=\"#footnote-252-4\" aria-label=\"Footnote 4\"><sup class=\"footnote\">[4]<\/sup><\/a> Some studies have put the costs of employee turnover in certain industries even higher\u2014one report from Cornell University\u2019s Center for Hospitality Research estimated an overall turnover rate of 120 percent in the quick-service restaurant industry, with turnover costs averaging $5,864 per employee.<a class=\"footnote\" title=\"J. B. Tracey and Timothy R. Hinkin. \u201cThe Costs of Employee Turnover: When the Devil Is in the Details.\u201d Cornell Hospitality Report 6, no. 15 (2006), 6, 8. http:\/\/scholarship.sha.cornell.edu\/cgi\/viewcontent.cgi?article=1148&amp;context=chrpubs.\" id=\"return-footnote-252-5\" href=\"#footnote-252-5\" aria-label=\"Footnote 5\"><sup class=\"footnote\">[5]<\/sup><\/a><\/p>\n<h2>How Human Resources Onboards Employees<\/h2>\n<p>Human resources professionals are usually in charge of ensuring new hires have completed all necessary paperwork, signed up for benefits, reviewed safety and ethics policies, and received a comprehensive tour of the workplace. Before getting into the details of the workplace, most HR managers will ensure that employees have filled out and signed paperwork that proves their eligibility to work in the United States, as well as tax forms and other important documents.<\/p>\n<p>Together with the hiring manager, HR may also set up and implement training, introduce new hires to key staff, provide keys or codes, and explain (for example) how mail is sent and received, when and where to get lunch, where to park, and whether it\u2019s okay to use social media during work hours.<\/p>\n<h2><strong>How<\/strong> Managers<strong> Welcome New Employees<\/strong><\/h2>\n<p>Even though HR will (or should) walk a new employee through necessary paperwork and training, it\u2019s important for managers to make their new hires feel welcome. It\u2019s equally important to help new hires acclimate to a new work setting. To do this, many managers will:<\/p>\n<ul>\n<li>Send a welcome letter to their new hire before they arrive, providing information about what to expect on their first day at the new job. Sometimes this letter will include suggestions for appropriate attire, parking information, and other key details.<\/li>\n<li>Meet with HR to discuss exactly when and how the new hire will learn about company policies and benefits.<\/li>\n<li>Meet with team members to set up the new hire\u2019s work space, passwords, telephones, and access to necessary systems.<\/li>\n<li>Assign one individual to serve as the new employee\u2019s mentor or buddy (usually someone who knows the ropes and can provide answers to most reasonable questions).<\/li>\n<li>Plan for the new hire\u2019s schedule and initial set of tasks, as well as a process for helping the new hire to ask questions, review procedures, and ensure that he or she is off to a good start.<\/li>\n<li>Plan for any training the new hire will need (in collaboration with HR and department members).<\/li>\n<li>Set up a lunch with the new hire and other members of the working team as a way to get to know one another, answer questions, and make personal connections.<\/li>\n<\/ul>\n<div class=\"textbox tryit\">\n<h3>Practice Question<\/h3>\n<p>\t<iframe id=\"assessment_practice_f2b7441f-0d38-4e04-85b5-f7a80990d21a\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/f2b7441f-0d38-4e04-85b5-f7a80990d21a?iframe_resize_id=assessment_practice_id_f2b7441f-0d38-4e04-85b5-f7a80990d21a\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<\/div>\n<h2>Options for New Employee Training<\/h2>\n<p><img loading=\"lazy\" decoding=\"async\" class=\"alignright wp-image-807\" src=\"https:\/\/s3-us-west-2.amazonaws.com\/courses-images\/wp-content\/uploads\/sites\/1972\/2017\/06\/28190156\/No-title.jpg\" alt=\"Two women sitting in front of a computer\" width=\"400\" height=\"267\" \/><\/p>\n<p>Training can take many forms, depending upon the type of work for which the employee is hired and the employee\u2019s existing level of skill. Training may be more critical if the company uses proprietary software or systems that don\u2019t exist in other locations or if procedures or policies are unusual, involve industrial or official secrets, require specialized knowledge, or are legally complex.<\/p>\n<p>Some types of training techniques include:<\/p>\n<ul>\n<li>Self-paced online training in areas such as software skills, safety procedures, or other technical skills.<\/li>\n<li>Hands-on training in the use of equipment or machines ranging from copiers to heavy equipment.<\/li>\n<li>Leader-led group training programs to teach \u201csoft\u201d skills such as coaching, team-building, customer service, client management.<\/li>\n<li>Formal business courses through outside vendors.<\/li>\n<li>\u201cShadowing\u201d or following a skilled employee to observe and learn skills and procedures.<\/li>\n<li>Mentoring or one-on-one meetings to review work, discuss options, and provide feedback.<\/li>\n<\/ul>\n<p>The key to successful training is to ensure that the employee truly understands and can use the information provided. Evaluation can involve formal testing or informal conversations. It\u2019s important to let the new hire know that questions are welcome\u2014and there is no such thing as a \u201cdumb question.\u201d<\/p>\n<div class=\"textbox tryit\">\n<h3>PRactice Questions<\/h3>\n<p>\t<iframe id=\"assessment_practice_784774ca-0c69-47b1-b9a4-9fb3077c6f3f\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/784774ca-0c69-47b1-b9a4-9fb3077c6f3f?iframe_resize_id=assessment_practice_id_784774ca-0c69-47b1-b9a4-9fb3077c6f3f\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe><\/p>\n<p>\t<iframe id=\"assessment_practice_bec52376-426c-49d3-8692-2776b2497297\" class=\"resizable\" src=\"https:\/\/assess.lumenlearning.com\/practice\/bec52376-426c-49d3-8692-2776b2497297?iframe_resize_id=assessment_practice_id_bec52376-426c-49d3-8692-2776b2497297\" frameborder=\"0\" style=\"border:none;width:100%;height:100%;min-height:300px;\"><br \/>\n\t<\/iframe>\n<\/div>\n\n\t\t\t <section class=\"citations-section\" role=\"contentinfo\">\n\t\t\t <h3>Candela Citations<\/h3>\n\t\t\t\t\t <div>\n\t\t\t\t\t\t <div id=\"citation-list-252\">\n\t\t\t\t\t\t\t <div class=\"licensing\"><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Original<\/div><ul class=\"citation-list\"><li>Employee Orientation and Training. <strong>Authored by<\/strong>: Lisa Jo Rudy and Lumen Learning. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/licenses\/by\/4.0\/\">CC BY: Attribution<\/a><\/em><\/li><\/ul><div class=\"license-attribution-dropdown-subheading\">CC licensed content, Shared previously<\/div><ul class=\"citation-list\"><li>Working Woman Technology Computer. <strong>Authored by<\/strong>: Startup Stock Photos. <strong>Located at<\/strong>: <a target=\"_blank\" href=\"https:\/\/www.pexels.com\/photo\/working-woman-technology-computer-7374\/\">https:\/\/www.pexels.com\/photo\/working-woman-technology-computer-7374\/<\/a>. <strong>License<\/strong>: <em><a target=\"_blank\" rel=\"license\" href=\"https:\/\/creativecommons.org\/about\/cc0\">CC0: No Rights Reserved<\/a><\/em><\/li><\/ul><\/div>\n\t\t\t\t\t\t <\/div>\n\t\t\t\t\t <\/div>\n\t\t\t <\/section><hr class=\"before-footnotes clear\" \/><div class=\"footnotes\"><ol><li id=\"footnote-252-1\">Rachel Abrams, \u201cWalmart Worker Advocates Express Skepticism Over Raises,\u201d June 3, 2016, accessed July 27, 2017, <a href=\"https:\/\/www.nytimes.com\/2016\/06\/04\/business\/walmart-worker-advocates-express-skepticism-over-raises.html\" target=\"_blank\" rel=\"noopener\">https:\/\/www.nytimes.com\/2016\/06\/04\/business\/walmart-worker-advocates-express-skepticism-over-raises.html<\/a>. <a href=\"#return-footnote-252-1\" class=\"return-footnote\" aria-label=\"Return to footnote 1\">&crarr;<\/a><\/li><li id=\"footnote-252-2\">\u201cSerfs up,\u201d The Economist, March 26, 2015, accessed July 27, 2017, <a href=\"https:\/\/www.economist.com\/news\/business\/21647320-american-firms-are-having-get-back-habit-granting-pay-rises-serfs-up\" target=\"_blank\" rel=\"noopener\">https:\/\/www.economist.com\/news\/business\/21647320-american-firms-are-having-get-back-habit-granting-pay-rises-serfs-up<\/a>. <a href=\"#return-footnote-252-2\" class=\"return-footnote\" aria-label=\"Return to footnote 2\">&crarr;<\/a><\/li><li id=\"footnote-252-3\">Wayne F. Cascio, \u201cThe High Cost of Low Wages,\u201d December 2006, accessed July 27, 2017, <a href=\"https:\/\/hbr.org\/2006\/12\/the-high-cost-of-low-wages\" target=\"_blank\" rel=\"noopener\">https:\/\/hbr.org\/2006\/12\/the-high-cost-of-low-wages<\/a>.  <a href=\"#return-footnote-252-3\" class=\"return-footnote\" aria-label=\"Return to footnote 3\">&crarr;<\/a><\/li><li id=\"footnote-252-4\">The Build Network, \u201cTry Fixing the Problem Before Replacing It,\u201d Inc., Feb. 27, 2014, accessed July 27, 2017, <a href=\"https:\/\/www.inc.com\/the-build-network\/turnover-costs.html\" target=\"_blank\" rel=\"noopener\">https:\/\/www.inc.com\/the-build-network\/turnover-costs.html<\/a>.  <a href=\"#return-footnote-252-4\" class=\"return-footnote\" aria-label=\"Return to footnote 4\">&crarr;<\/a><\/li><li id=\"footnote-252-5\">J. B. Tracey and Timothy R. Hinkin. \u201cThe Costs of Employee Turnover: When the Devil Is in the Details.\u201d Cornell Hospitality Report 6, no. 15 (2006), 6, 8. <a href=\"http:\/\/scholarship.sha.cornell.edu\/cgi\/viewcontent.cgi?article=1148&amp;context=chrpubs\" target=\"_blank\" rel=\"noopener\">http:\/\/scholarship.sha.cornell.edu\/cgi\/viewcontent.cgi?article=1148&amp;context=chrpubs<\/a>. <a href=\"#return-footnote-252-5\" class=\"return-footnote\" aria-label=\"Return to footnote 5\">&crarr;<\/a><\/li><\/ol><\/div>","protected":false},"author":21046,"menu_order":9,"template":"","meta":{"_candela_citation":"[{\"type\":\"original\",\"description\":\"Employee Orientation and Training\",\"author\":\"Lisa Jo Rudy and Lumen Learning\",\"organization\":\"\",\"url\":\"\",\"project\":\"\",\"license\":\"cc-by\",\"license_terms\":\"\"},{\"type\":\"cc\",\"description\":\"Working Woman Technology Computer\",\"author\":\"Startup Stock Photos\",\"organization\":\"\",\"url\":\"https:\/\/www.pexels.com\/photo\/working-woman-technology-computer-7374\/\",\"project\":\"\",\"license\":\"cc0\",\"license_terms\":\"\"}]","CANDELA_OUTCOMES_GUID":"6c1271ce-b40f-427b-9ade-6d9010d9ed80, 06b41013-f3e2-4692-b266-423ca74c61ea, e10d83dd-833e-4502-b5bf-139e64963d29","pb_show_title":"on","pb_short_title":"","pb_subtitle":"","pb_authors":[],"pb_section_license":""},"chapter-type":[],"contributor":[],"license":[],"class_list":["post-252","chapter","type-chapter","status-publish","hentry"],"part":45,"_links":{"self":[{"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/chapters\/252","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/chapters"}],"about":[{"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/wp\/v2\/types\/chapter"}],"author":[{"embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/wp\/v2\/users\/21046"}],"version-history":[{"count":19,"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/chapters\/252\/revisions"}],"predecessor-version":[{"id":3665,"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/chapters\/252\/revisions\/3665"}],"part":[{"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/parts\/45"}],"metadata":[{"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/chapters\/252\/metadata\/"}],"wp:attachment":[{"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/wp\/v2\/media?parent=252"}],"wp:term":[{"taxonomy":"chapter-type","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/pressbooks\/v2\/chapter-type?post=252"},{"taxonomy":"contributor","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/wp\/v2\/contributor?post=252"},{"taxonomy":"license","embeddable":true,"href":"https:\/\/courses.lumenlearning.com\/wm-principlesofmanagement\/wp-json\/wp\/v2\/license?post=252"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}