Professional Documents
Culture Documents
Chapter
7
Employee Development
9-2
Objectives
After reading this chapter, you should be able to:
education for development. 2. Relate how assessment of personality type, work behaviors, and job performance can be used for employee development. 3. Describe the benefits that protgs and mentors receive from a mentoring relationship.
9-3
Objectives (continued)
4. Explain the characteristics of successful
mentoring programs. 5. Tell how job experiences can be used for skill development. 6. Explain how to train managers to coach employees.
9-4
Objectives (continued)
7.
Explain the key features of an effective development strategy and how e-learning incorporates them.
planning process. 9. Discuss the employees and companys responsibilities in the development planning process.
9-5
Development refers to formal education, job experiences, relationships, and assessments of personalities and abilities that help employees prepare for the future.
9-6
Participation
Required
Voluntary
9-7
Why is employee development important? Employee development is a necessary component of a companys efforts to:
Improve quality Retain key employees Meet the challenges of global competition and social change Incorporate technological advances and changes in work design
9-8
Job Experiences
9-9
Formal Education
Formal education programs include:
off-site and on-site programs designed specifically for the companys employees short courses offered by consultants or universities executive MBA programs university programs in which participants actually live at the university while taking classes
9 - 10
Description
Emphasis on strategic thinking, leadership, crossfunctional integration, competing globally, customer satisfaction Development of functional expertise, business excellence, management of change Emphasis on preparation for specific career path
Target Audience
Senior professionals and executives identified as highpotential
Courses
Management Development Global Business Executive Development
Managers
Corporate Entry Leadership Professional Development New Manager Development Experienced Manager Audit Staff Financial Management Human Resources Technical Leadership
New Employees
9 - 11
9 - 12
Assessment
Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills. Used most frequently to:
identify employees with managerial potential measure current managers strengths and weaknesses identify managers with potential to move into higherlevel executive positions Work with teams to identify members strengths and weaknesses, and factors that inhibit productivity
9 - 13
Benchmarks
Assessment Center
9 - 14
Assessment Tools: Myers-Briggs (MBTI) MyersMost popular psychological test for employee development. Used for understanding such things as:
Communication Motivation Teamwork Work styles Leadership
9 - 15
MBTI (continued)
Examples of how used:
Can be used by salespeople who want to become more effective at interpersonal communication by learning things about their own personality styles and the way they are perceived by others. Can help develop teams by matching team members with assignments that allow them to capitalize on their preferences. Can help employees understand how the different preferences can lead to useful problem solving.
9 - 16
Assessment Tools: Assessment Center The assessment center is a process in which multiple raters or evaluators evaluate employees performance on a number of exercises.
Usually held at an off-site location Used to identify if employees have the abilities, personality, and behaviors for management jobs. Used to identify if employees have the necessary skills to work in teams.
9 - 17
X X
X X X
9 - 18
9 - 19
9 - 20
Assessment Tools: Performance Appraisals and 360-Degree Feedback Systems 360Performance appraisal is the process of measuring employees performance. Approaches for measuring performance:
Ranking employees Rating work behaviors Rating the extent to which employees have desirable traits believed to be necessary for job success (e.g., leadership) Directly measuring the results of work performance.
9 - 21
The appraisal system must give employees specific information about their performance problems and ways they can improve their performance:
Providing a clear understanding of the differences between current performance and expected performance. Identifying the causes of the performance discrepancy. Developing action plans to improve performance.
9 - 22
(continued)
Managers must be trained in providing performance feedback. Managers must frequently give employees performance feedback. Managers also need to monitor employees progress in carrying out the action plan.
9 - 23
Manager
Self
Customers
Rating Form
Rating Form
Subordinates
9 - 24
Activities involved in development planning using the 360-degree feedback process: 3601.
2.
9 - 25
Activities involved in development planning using the 360-degree feedback process: (continued) 3603. 4.
Identify a process for recognizing goal accomplishment. Identify strategies for reaching the development goal.
Establish strategies such as reading, job experiences, courses, and relationships. Establish strategies for receiving feedback on progress. Establish strategies for receiving reinforcement for new skills or behavior.
9 - 26
The system must provide consistent (reliable) ratings. Feedback must be job-related (valid). The system must be easy to use, understandable, and relevant. The system must lead to managerial development.
9 - 27
Job Experiences
Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs. Most employee development occurs through job experiences. A major assumption is that development is most likely to occur when there is a mismatch between the employees skills and past experiences and the skills required for the job.
9 - 28
To be successful in their jobs, employees must stretch their skills. They must be forced to learn new skills, apply their skills and knowledge in a new way, and master new experiences.
9 - 29
9 - 30
Enlargement of Current
Job Rotation
(Lateral Move)
Transfer
(Lateral Move)
Job Experiences
Externship
Downward Move
9 - 31
Job rotation is used to develop skills as well as give employees experience needed for managerial positions. Employees understand specific skills that will be developed by rotation. Job rotation is used for all levels and types of employees.
9 - 32
Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment. Benefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotations role in their development plans. All employees have equal opportunities for job rotation assignments.
9 - 33
Interpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member. Two types of interpersonal relationships used to develop employees:
Mentoring Coaching
9 - 34
Mentor-protg matching process does not limit the ability of informal relationships to develop. Mentors are chosen on the basis of their past record in developing employees, willingness to serve as a mentor, and evidence of positive coaching, communication, and listening skills.
9 - 35
The purpose of the program is clearly understood. The length of the program is specified. A minimum level of contact between the mentor and protg is specified. Protgs are encouraged to contact one another to discuss problems and share successes. The mentor program is evaluated. Employee development is rewarded.
9 - 36
9 - 37
9 - 38
Employee Responsibility
How do I need to improve?
Company Responsibility
Assessment information to identify strengths, weaknesses, interests and values Company provides development planning guide. Manager has developmental discussion with employee Manager provides feedback on criteria
Goal Identification
Criteria
How will I know I am making progress? What will I do to reach my development goal? What is my timetable?
Actions
Company provides assessment, courses, job experiences, and relationships Managers follows up on progress toward developmental goal and helps employees set a realistic timetable for goal achievement
Time
9 - 39
Learner Control
Ongoing Support