9-1. P A R T P A R T Assessing Performance and Developing Employees Managing Employees’...
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Transcript of 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?