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Transcript of Employee development
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Employee Development
ByJaaziel Charishma Ragland
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What is Development? The acquisition of knowledge, Skill and
behavior that improve an employee’s ability to meet changes in job requirements and in client and customer demands
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TRAINING Focus- Current Use of work
experiences – Low Goal – Preparation for
current JOB Participation-
Required
DEVELOPMENT Focus- Future Use of work
experiences – High Goal – Preparation for
Changes Participation-
Voluntary
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Discuss GAPS
G- What are the employee’s Goals? A- What is the employee’s view of his/her
Abilities? P- What are your Perceptions of the
employee’s abilities? S- What is the Standard for success?
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Critical Development Objectives
Identify personal top priorities Align top priorities with organizational
objectives Determine Return on Investment (ROI) Pick one or two development goals that
make the most sense
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Action Steps
F ocus on critical issues first I mplement something every day R eflect on experiences S eek feedback and support T ransfer learning
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(F)IRST Steps
Focus on one or two specific goals that have both personal and organizational payoff
Keep development in the forefront
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F(I)RST Steps
Incorporate daily action
Emphasize on the-job application
Stretch the employee’s comfort zone
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FI(R)ST Steps
Encourage the employee to reflect on their development to assist them in learning the right lessons
Prompt the employee to diagnose the barriers
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FIR(S)T Steps
Identify sources and processes for getting feedback
Identify people who can provide support and encouragement
Identify how the employee will measure progress
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FIRS(T) Steps
Plans need to be flexible Discuss how to adjust the plan to
changing competencies Discuss how the plan will be reviewed and
updated
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Create a Learning Environment
Use your own insights and experiences Promote active experimentation Focus on learning rather than mistakes Emphasize small, reasonable steps Model your own commitment to
development
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Vary Your Role
Work one-on -one Orchestrate resources and learning
opportunities Enhance self-reliance
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Working one –on- one Offer insights, observations and feedback Share relevant experiences, stories and
insights Encourage the employee’s efforts to learn
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Orchestrate Learning Opportunities
Create meaningful challenges Identify appropriate opportunities Identify appropriate mentors
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Enhance Self-Reliance
Encourage learning from daily tasks
Allow employees to find their own solutions
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Training Resources
Discuss specific training objectives for training programs
Identify current and timely sources Consider optimum timing for training Discuss methods of application
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Debriefing Sessions
Discuss expected learning in advance of the event
Discuss what went well and what did not Encourage open communication Use open-ended questions Discuss what was learned and next steps
in the development plan
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Be a Powerful Role Model
Push yourself out of your comfort zone Identify a coach Invite feedback Share what you’ve learned Celebrate your achievements
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Enhance the Environment
How will you continue to reinforce the importance of development?
What are the barriers people mention most often?
What other ways can you publicly recognize and reward employees who develop themselves and others?
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Approaches to employee development
A system to retain and motivate employees by identifying and meeting their developmental needs is called development planning system
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Formal education programs:It includes short courses offered by
consultants or universities, exec MBA programs and universoty programs.
Assessment:Collecting information and providing
feedback to employees about their behavior, communication, style or skill.
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Myers Briggs type indicator;A psychological test used for team building
and leadership development that identifies employees preferences for energy, information gathering, decision making and lifestyle.
Assessment centers:A process where multiple raters evaluate
employee’s performance on a number of exercises
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Benchmarks :An instrument designed to measure the
factors that are important to managerial success.
Performance appraisal:The process through which an organization
gets information on how well an employee is doing the job.
Job experiences: The relationships, problems, and other
features that employees face in their jobs.
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Job enlargement:Adding new challenges or responsibilities to
current job.
Job rotation:Moving from one job to another over a
course of time. It may be in different functional areas of the company or within a single fuctional area or department.
Transfers and promotions: Also used as a developmental tool.
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Temporary assignments with other organizations:
Externship: when a company allows full time operational role at another company.
Sabbatical: A leave of absence from the company to renew or develop skills.
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Through Interpersonal relationship:
Mentoring: An experienced productive senior employee helps to develop a less experienced employee by providing career support and psychological support.
Coaching: A peer or manager who works with an employee to motivate, develop skills and provide reinforcement and feedback.
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Career management and development planning systems: Self assessment Reality check Goal setting Action planning
Other special issues:Melting the glass ceilingSuccession planning
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CAREER DEVELOPMENT
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Career Development Career development is a lifelong process
of managing progression in working and learning (http://www.gla.ac.uk/wg/Why_Careers_en.pdf)
In organizational development (or OD), the study of career development looks at:
-how individuals manage their careers within and between organizations
- how organizations structure the career progress of their member and succession planning.
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Why Career development? Changing technology and globalisation
Employability of Individual
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Support needed by Individuals to manage their Career
developmentSupport from Three forms Help in developing their career
management skills High quality information on the
opportunities open to them Personal support in reviewing the options
and converting information into personal action
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Elements of Career Planning Individual assessment and need analysis Organisational Assessment and
Opportunity Analysis Need Opportunity Alignment Career Counseling
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Steps and element in the Career Management Process
Self Assessment
Reality Check
Goal Setting
Action Planning
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SELF ASSESSMENTEmployee responsibility -Identify Opportunities
and needs to improve
Company Responsibility
-Provide assessment information to identify strengths, weakness, interest and values.
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Reality CheckEmployee responsibility -Identify what needs are
realistic to develop
Company Responsibility
-Communicate performance evaluation, where employee fits in long range plans of the company, changes in industry, profession and workplace
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Goal settingEmployee responsibility -Identify goal and
method to determine goal progress
Company Responsibility
-Ensure that goal is specific, challenging, and attainable
-Commit to help employee reach the goal
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Action PlanningEmployee responsibility -Identify steps and
timetable to reach goal.
Company Responsibility
-Identify resources employee needs to reach goal, including courses, work experiences, relationships.
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Benefits Of Career Planning To An Organization
Ensures availability of Resources for future
Enhances organizational ability to attract and retain talent
Ensures growth opportunities for all Handles employee frustration
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Benefits of Career Planning to An Individual
Understand ones own strengths and weakness Better knowledge of career opportunities
available to him Enables him to choose a career that suits his
lifestyle, preferences, self-development plans, family environment, etc.
It provides him an opportunity to change his career plans according to his changing needs or changing environment.
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THANK YOU