Chapter 09 Employee Development Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights...
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Transcript of Chapter 09 Employee Development Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights...
Chapter 09Employee Development
Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin
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
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
Sample Development Plan
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
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
McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved
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.
9-17
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