9-1. p a r t p a r t assessing performance and developing employees managing employees’...

9-1

PART

PART

Assessing Performance and Developing Employees

Managing Employees’ PerformanceDeveloping Employees for Future

SuccessSeparating and Retaining Employees

3

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Training, Development, and Career Management

Approaches to Employee DevelopmentSystems for Career ManagementDevelopment-Related Challenges

Developing Employee’s for Future Success

PA ET RHC 9

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Ch. 9 Learning Objectives

1. Discuss how development is related to training and careers.

2. Identify the methods organizations use for employee development.

3. Describe how organizations use assessment of personality type, work behaviors, and job performance to plan employee development.

4. Explain how job experiences can be used for developing skills.

5. Summarize principles for setting up successful mentoring programs.

McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

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Ch. 9 Learning Objectives

6. Tell how managers and peers develop employees through coaching.

7. Identify the steps in the process of career management.

8. Discuss how organizations are meeting the challenges of the “glass ceiling,” succession planning, and dysfunctional managers.

McGraw-Hill/Irwin © 2007 The McGraw-Hill Companies, Inc. All rights reserved.

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Employee Development

The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.

How is this different from training?

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Training vs. Development

Table 9.1

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Employee DevelopmentSignificant Developments: True (A) or False (B)?

There are more horizontal “ladders” in middle management than upward moves.

Companies focus on employee’s career steps rather than their core competencies.

Careers are now more a series of projects, rather than upward steps in an organization

Career development primarily applies to managers. The organization manages employee’s careers more

so than the individual. The average 32-year old has already worked for 7

different firms.

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Development for Careers

Traditional Career Protean Career

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Test Your Knowledge

An employee starts out as a sales person, then becomes an account manager, gets promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?a. Proteanb. Traditionalc. Glass ceilingd. Dead end

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Employee Development

Figure 9.1

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Formal Education

Formal education programs may includeWorkshopsShort courses by consultants or

universitiesUniversity programsExecutive MBA programs

What are the pros and cons of off-site versus on-site approaches?

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Assessment

AssessmentCollecting information and providing

feedback to employees about their behavior, communication style, or skills.

Why would companies invest in assessment of employees?

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Assessment Centers

An assessment process in which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group at an offsite location.

Typically used to assess managerial potential.

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Assessment Centers: In Basket You have just taken over

for Susie, the sales manager who had to abruptly leave her job and cannot be reached. You have 2 hours to go through her emails and memos, consider the actions you would take, and prioritize them.

You have a meeting with John, your problem employee, in one hour.

Good luck!

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Assessment: 360-Degree Feedback

Table 9.3

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Job Experiences

Figure 9.2

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Interpersonal Relationships

Mentor An experienced, productive senior

employee who helps develop a less experienced employee (a protégé)

Coach A peer or manager who works with an

employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback

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Steps in the Career Management Process

Figure 9.3

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Test Your Knowledge

Phyllis is in the process of understanding what possibilities exist for her within the organization based on her strengths and developmental areas. Which phase of the career management process is she in?a. Self Assessmentb. Reality Checkc. Goal Settingd. Action Planning

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Development-Related Challenges

Glass Ceiling Circumstances

resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.

What causes the glass ceiling?

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Development-Related Challenges

Succession Planning The process of

identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.

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Succession Planning Process

Figure 9.6

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Test Your Knowledge Sarah participated in leaderless

group discussions and in-basket exercises and was observed by a number of raters. Which assessment method was used for Sarah?a. Interviewb. Performance appraisalc. Assessment Centerd. Coaching

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Development-Related Challenges

Dysfunctional Behavior by Managers Inability to be a team playerArrogancePoor conflict management skills Inability to meet business objectives Inability to adapt to change

What can be done about dysfunctional managers?

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Video – Patagonia

1. Do you believe there is any worthwhile training and development of employees going on at Patagonia? Is it really helpful to them and/or the company? Explain.

2. Why do you believe employees at Patagonia are “very satisfied”? Would you like to work for such a company?