Employee development

McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc. All rights reserved.

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9Chapter

Employee Employee DevelopmentDevelopment


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DevelopmentDevelopment refers to formal education,

job experiences, relationships, and

assessments of personality and abilities

that help employees perform effectively in

their current or future job and company.


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Comparison Between Training and DevelopmentComparison Between Training and Development

Training Development

Focus Current Future

Use of work experiences

Low High

Goal Preparation for current job Preparation for changes

Participation Required Voluntary


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Why is employee development important?Why is employee development important?

Employee development is a necessary component of a company’s efforts to:

improve quality

retain key employees

meet the challenges of global competition and social change

incorporate technological advances and changes in work design


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Approaches to Employee DevelopmentApproaches to Employee Development

Formal Education

Assessment

Job Experiences

Interpersonal Relationships


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Formal EducationFormal Education

Formal education programs include:off-site and on-site programs designed specifically for the company’s employees

short courses offered by consultants or universities

executive MBA programs

university programs in which participants actually live at the university while taking classes


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Examples of development programs at GEExamples of development programs at GE

Program Description Target Audience Courses

Executive Development Sequence

Emphasis on strategic thinking, leadership, cross-functional integration, competing globally, customer satisfaction

Senior professionals and executives identified as high-potential

Manager Development

Global Business Management

Executive Development

Core Leadership Program

Development of functional expertise, business excellence, management of change

Managers Corporate Entry Leadership

Professional Development

New Manager Development

Experienced Manager

Professional Development Program

Emphasis on preparation for specific career path

New Employees Audit Staff

Financial Management

Human Resources

Technical Leadership


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Important trends in executive education:Important trends in executive education:

Increasing use of distance learning by many companies and universities

Companies and the education provider create short, custom courses, with content designed specifically to needs of the audience

Supplementing formal courses from consultants or university faculty with other types of training and development activities


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Assessment involves collecting

information and providing feedback

to employees about their behavior,

communication style, or skills


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Assessment Assessment (continued)(continued)

Used most frequently to:identify employees with managerial potential

measure current managers’ strengths and weaknesses

identify managers with potential to move into higher-level executive positions

work with teams to identify members’ strengths and weaknesses, and factors that inhibit productivity


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Myers-Briggs TypeIndicator®

(MBTI)Assessment Center

Benchmarks

PerformanceAppraisals and

360-Degree FeedbackSystems

Popular Assessment ToolsPopular Assessment Tools


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Assessment Tools: Assessment Tools: Myers-Briggs (MBTI)Myers-Briggs (MBTI)

Most popular psychological test for employee development

Used for understanding such things as:communication

motivation

teamwork

work styles

leadership


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Examples of MBTI Use:Examples of MBTI Use:

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


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Assessment Tools: Assessment Tools: Assessment CenterAssessment Center

The assessment centerassessment 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


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Examples of Skills Measured by Assessment Examples of Skills Measured by Assessment Center ExercisesCenter Exercises

SKILLS In-basket Scheduling Exercise

Leaderless Group

Discussion

Personality Test

Role Play

Leadership X X X X

Problem solving

X X X X

Interpersonal X X X

Administrative X X X

Personal X X X

EXERCISES


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Assessment Tools: BenchmarksAssessment Tools: Benchmarks

Benchmarks© is an instrument designed to measure important factors in being a successful manager

Items measured are based on research that examines the lessons executives learn at critical events in their careers

This includes items that measure managers’ skills in dealing with subordinates, acquiring resources, and creating a productive work climate


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Skills Related to Managerial SuccessSkills Related to Managerial Success

ResourcefulnessDoing whatever it takesBeing a quick studyBuilding and mending relationshipsLeading subordinatesCompassion and sensitivityStraightforwardness and composureSetting a developmental climate

Confronting problem subordinates

Team orientation

Balance between personal life and work

Decisiveness

Self-awareness

Hiring talented staff

Putting people at ease

Acting with flexibility


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Assessment Tools:Assessment Tools:Performance AppraisalsPerformance Appraisals

Performance appraisalPerformance appraisal - 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 (e.g., productivity)


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Conditions under which performance Conditions under which performance measurement is useful for development:measurement is useful for development:

The appraisal system must give employees specific information about their performance problems and ways they can improve their performance

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


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Assessment Tools: Assessment Tools: 360-Degree 360-Degree Feedback SystemFeedback System

Rating Form

Rating Form

Rating Form

Rating Form

Self

Peers

Customers Subordinates

Manager


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Activities involved in development planning using Activities involved in development planning using the 360-degree feedback process: the 360-degree feedback process: (1 of 2)(1 of 2)

1. Understand strengths and weaknesses Review ratings for strengths and weaknesses Identify skills or behaviors where self and others’

ratings agree and disagree

2. Identify a development goal Choose a skill or behavior to develop Set a clear, specific goal with a specified outcome


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Activities involved in development planning using Activities involved in development planning using the 360-degree feedback process: the 360-degree feedback process: (2 of 2)(2 of 2)

3. Identify a process for recognizing goal accomplishment

4. 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


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Factors necessary for a 360-degree Factors necessary for a 360-degree feedback system to be effective:feedback system to be effective:

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


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360-Degree Feedback:360-Degree Feedback:Important Issues to ConsiderImportant Issues to Consider

Who will the raters be?How will you maintain the confidentiality of the raters?What behaviors and skills are job-related?How will you ensure full participation and complete responses from every employee who is asked to be a rater?What will the feedback report include?How will you ensure that managers receive and act on the feedback?


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Job ExperiencesJob 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 employee’s skills and past experiences and the skills required for the job


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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.


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Job Demands and Lessons Learned from ThemJob Demands and Lessons Learned from Them

Making transitions Unfamiliar responsibilities

Proving yourself

Creating change Developing new directions

Inherited problems

Reduction decisions

Problems with employees

Having high level of responsibility High stakes

Managing business diversity

Job overload

Handling external pressure

Being involved in non-authority relationships Influencing without authority

Facing obstacles Adverse business conditions

Lack of top management support

Lack of personal support

Difficult boss


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How Job Experiences are Used for Employee How Job Experiences are Used for Employee Development:Development:

Enlargement of Current

Job Experiences

Promotion

Job Rotation (Lateral Move)

Transfer (Lateral Move)

Downward Move

Temporary Assignment with Another Organization


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Characteristics of Effective Job Rotation Characteristics of Effective Job Rotation Systems Systems (1 of 2)(1 of 2)

1. Job rotation is used to develop skills as well as give employees experience needed for managerial positions

2. Employees understand specific skills that will be developed by rotation

3. Job rotation is used for all levels and types of employees

4. All employees have equal opportunities for job rotation assignments


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Characteristics of Effective Job Rotation Characteristics of Effective Job Rotation Systems Systems (2 of 2)(2 of 2)

5. Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment

6. Benefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotation’s role in their development plans


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Interpersonal RelationshipsInterpersonal 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


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Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs: Mentoring Programs: (1 of 2)(1 of 2)

Mentor and protégé participation is voluntaryrelationship can be ended at any time without fear of punishment

Mentor-protégé 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

evidence of positive coaching, communication, and listening skills


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Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs: Mentoring Programs: (2 of 2)(2 of 2)

The purpose of the program is clearly understood

The length of the program is specified

A minimum level of contact between the mentor and protégé is specified

Protégés are encouraged to contact one another to discuss problems and share successes

The mentor program is evaluated

Employee development is rewarded


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Coaching RelationshipsCoaching Relationships

Coach – a peer or manager who works with employees to:

motivate them

help them develop skills

provide reinforcement and feedback

Coaches need to be able to suggest effective improvement actions


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The Development Planning ProcessThe Development Planning Process

The development planning processdevelopment planning process involves:identifying development needs

choosing a development goal

identifying the actions that need to be taken by the employee and the company to achieve the goal

determining how progress toward goal attainment will be measured

investing time and energy to achieve the goal

establishing a timetable for development


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Development Planning Development Planning (continued)(continued)

An emerging trend in development is that the employee must initiate the development planning process

The development approach used is dependent on the needs and development goal


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Responsibilities in the Development Responsibilities in the Development Planning Process:Planning Process: (1 of 2)(1 of 2)

Development Planning Process

Employee Responsibility Company Responsibility

Opportunity How do I need to improve? Assessment information to identify strengths, weaknesses, interests, and values

Motivation Am I willing to invest the time and energy to develop?

Company assists in identifying personal and company reasons for change.

Manager discusses steps for dealing with barriers and challenges to development.

Goal Identification How do I want to develop? Company provides development planning guide.

Manager has developmental discussion with employee.


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Responsibilities in the Development Responsibilities in the Development Planning Process: Planning Process: (2 of 2)(2 of 2)

Development Planning Process

Employee Responsibility Company Responsibility

Criteria How will I know I am making progress?

Manager provides feedback on criteria

Actions What will I do to reach my development goal?

Company provides assessment, courses, job experiences, and relationships

Accountability What is my timetable?

How can I ask others for feedback on progress toward my goal?

Managers follows up on progress toward developmental goal and helps employees set a realistic timetable for goal achievement


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Company Strategies for Providing Company Strategies for Providing Development:Development:

Individualization

Learner Control

Ongoing Support

Employee development

Business

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