Chapter 09Employee Development

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Human Resource Management:Gaining a Competitive Advantage

Learning Objectives

Explain how employee development contributes to employee retention, developing intellectual capital and business growth strategies.

Discuss current trends in using formal education for development.

Relate how assessment of personality type, work behaviors and job performance can be used for employee development.

Explain how job experience can be used for skill development.

9-2

Learning Objectives, cont.Develop successful mentoring programs.Describe how to train managers to coach

employees.Discuss development planning process

steps.Explain employees’ and company’s

responsibilities in planning development.Discuss what companies are doing for

management development issues including succession planning, glass ceiling and dysfunctional managers.

9-3

Training and Development Comparison

Focus

Use of work experience

Goal

Participatio

n

Training

Current

Low

Preparation

for

current job

Required

Development

Future

High

Preparation for

changes

Voluntary

9-4

Development is defined as formal education, job experiences, relationships, and assessment of personality and abilities that helps employees prepare for the future

Careers

A protean career is based on self-direction with the goal of psychological success in one’s work.

Psychological success - feeling of pride and accomplishment that comes from achieving life goals.

Development Planning System- retain and motivate employees by identifying and meeting development needs. (also called career management system)

9-5

Steps and Responsibilities in the Career Management Process

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Sample Development Plan

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McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved

Employee Development Approaches

Formal Education – ex. Executive MBA

Assessments – collect information and provide feedback about behavior, communication style, skills Personality Tests and inventories such as Myers-Briggs (MBTI), etc. Performance appraisals Upward feedback 360-Degree Feedback Systems

Job Experiences

Interpersonal Relationships 9-9

Assessment Centers

An assessment center, usually off-site, uses multiple raters to evaluate employees’ performance on exercises.

4 Types of Assessment Exercises:1. Leaderless group discussion2. Interviews3. In-baskets4. Role plays

9-10

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Skills for Managerial Success

Resourceful

Quick Study

Compassionate

Straightforward

Confront Problems

Decisive

Self-aware

Flexible

Do Whatever It Takes

Lead

Build & Mend Relationships

Develop

Team

Balance

Hire Talented Staff

Put Others at Ease9-12

360-Degree Feedback Activities

Strengths & Weaknesses

DevelopmentGoal

Process for recognizing

goal accomplishme

nt

Strategies for reaching

goals

Identify:

9-13

Job Demands and Lessons Learned

Make transitions

Create change

Have high level of

responsibility

Face obstacles

Be involved in non-

authority relationships

9-14

Job Experiences for Career Development

Enlargement of current job experiences

Promotion

Downwardmove

JobRotation

(lateral move)

Transfer(lateral move)

Temporaryassignments,

projects &volunteer work

Lateral Moves

Vertical Assignments

9-15

Job Experiences

Job enlargement -adding challenges or new responsibilities.

Job rotation-moving a single individual from one job to another.

Transfer-moving an employee to a different job assignment in a different area of the company.

Promotions-advancement into positions with greater challenge and more authority than previous job.

A downward move occurs when an employee is given a reduced level of responsibility and authority.

9-16

Temporary Assignments

Externship refers to a company allowing employees to take a full-time operational role at another company.

A sabbatical is a leave of absence from the company to renew or develop skills.

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Successful Mentoring Programs

9-18

Benefits of Mentoring Relationships

Career Support Coach, protect, sponsor and provide

challenging assignments, exposure and visibility.

Psychological Support Serve as a friend and role model, provide

positive regard and acceptance and create an outlet for a protégé to share anxieties and fears.

Group Mentoring Program A program pairing successful senior

employees with less experienced protégés.

9-19

Coaching

A coach is a peer or manager who works with an employee to: motivate develop skills provide reinforcement and feedback

3 roles a coach can play:1.one-on-one2.help employee learn3.provide resources such as mentors,

courses or job experiences

9-20

Self-assessment

RealityCheck

GoalSetting

Actionplanning

Identify opportuniti

es to improve

Identify needs

realistic to

develop

Identify goals & methods

to determine progress

Identify steps & timetabl

e to reach goals

Career Management Process

9-21

Development Plan

Competencies/strengths

Career development goals

Next

assignments

Competencies &

Strengths

CareerDevelopment

Goals

Next Assignments

Training & Development

Needs

Areas forImprovement

9-22

Dysfunctional Managers

Glass Ceiling

Succession Planning

Special Issues

9-23

Summary

Development methods include formal education, assessment, job experiences and interpersonal relationships.

Both employee and company have responsibilities.

A mentor can help employees better understand the company and gain exposure to key persons.

A manager’s job responsibility is coaching.

Employees should have a development plan. 9-24