9 - 1

Employee Development

Employee Development

1. Discuss current trends in using formal 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 protégés and mentors receive from a mentoring relationship.

9 - 2

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 - 3

7. Explain the key features of an effective development strategy and how e-learning incorporates them.

8. Describe the steps in the development planning process.

9. Discuss the employee’s and company’s responsibilities in the development planning process.

9 - 4

9 - 5

DevelopmentDevelopment refers to formal education, job experiences, relationships, and assessments of personalities and abilities that help employees prepare for the future.

Training Development

Focus Current Future

Use of work experiences

Low High

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

9 - 6

Employee development is a necessary component of a company’s efforts to:Improve qualityRetain key employeesMeet the challenges of global

competition and social changeIncorporate technological advances

and changes in work design9 - 7

9 - 8

Formal Education

Assessment

Job Experiences

Interpersonal Relationships

Formal educationFormal education programsprograms include:off-site and on-site programs designed

specifically for the company’s employees

short courses offered by consultants or universities

executive MBA programsuniversity programs in which

participants actually live at the university while taking classes

9 - 9

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

Management Development

Global Business

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

9 - 10

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.

9 - 11

AssessmentAssessment 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 higher-level executive positionsWork with teams to identify members’

strengths and weaknesses, and factors that inhibit productivity

9 - 12

9 - 13

Benchmarks

Myers-Briggs Type Indicator

(MBTI)

Assessment Center

Performance Appraisals & 360-Degree Feedback

Most popular psychological test for employee development.

Used for understanding such things as:CommunicationMotivationTeamworkWork stylesLeadership

9 - 14

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 - 15

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.

9 - 16

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

9 - 17

EXERCISES

BenchmarksBenchmarks© 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.

9 - 18

Resourcefulness Doing whatever it

takes Being a quick study Building and mending

relationships Leading subordinates Compassion and

sensitivity Straightforwardness

and composure Setting 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

9 - 19

Performance appraisalPerformance 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 - 20

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 - 21

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 - 22

9 - 23

Rating Form

Rating Form

Rating Form

Rating Form

Self

Peers

Customers Subordinates

Manager

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.9 - 24

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.

9 - 25

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 - 26

Job experiencesJob 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.

9 - 27

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.

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 adversity

Job overload

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

9 - 29

9 - 30

Enlargement of Current

Job Experiences

Promotion

Job Rotation (Lateral Move)

Transfer (Lateral Move)

Downward Move

Temporary Assignment

with Another

Organization

Externship

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 - 31

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 rotation’s role in their development plans.

All employees have equal opportunities for job rotation assignments.

9 - 32

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 - 33

Mentor and protégé participation is voluntary.Relationship 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, and evidence of positive coaching, communication, and listening skills.

9 - 34

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.

9 - 35

The development planning processdevelopment planning process involves: Identifying development needsChoosing 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

Establishing a timetable for development

9 - 36

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.

9 - 37

Development Planning Process

Employee Responsibility Company Responsibility

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

Goal Identification How do I want to develop? Company provides development planning guide. Manager has developmental discussion with employee

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

Time What is my timetable? Managers follows up on progress toward developmental goal and helps employees set a realistic timetable for goal achievement

9 - 38

9 - 39

Individualization

Learner Control

Ongoing Support