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Employee Development


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Employee Development

Employee Development

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  • 1.  
  • 2. Employee Development By Jaaziel Charishma Ragland
  • 3. 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
  • 4.
    • Focus- Current
    • Use of work experiences – Low
    • Goal – Preparation for current JOB
    • Participation-Required
    • Focus- Future
    • Use of work experiences – High
    • Goal – Preparation for Changes
    • Participation-Voluntary
  • 5. 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?
  • 6. 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
  • 7. 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
  • 8. (F)IRST Steps
    • Focus on one or two specific goals that have both personal and organizational payoff
    • Keep development in the forefront
  • 9. F(I)RST Steps
    • Incorporate daily action
    • Emphasize on the-job application
    • Stretch the employee’s comfort zone
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. Vary Your Role
    • Work one-on -one
    • Orchestrate resources and learning opportunities
    • Enhance self-reliance
  • 15. Working one –on- one
    • Offer insights, observations and feedback
    • Share relevant experiences, stories and insights
    • Encourage the employee’s efforts to learn
  • 16. Orchestrate Learning Opportunities
    • Create meaningful challenges
    • Identify appropriate opportunities
    • Identify appropriate mentors
  • 17. Enhance Self-Reliance
    • Encourage learning from daily tasks
    • Allow employees to find their own solutions
  • 18. Training Resources
    • Discuss specific training objectives for training programs
    • Identify current and timely sources
    • Consider optimum timing for training
    • Discuss methods of application
  • 19. 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
  • 20. 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
  • 21. 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?
  • 22. Approaches to employee development
    • A system to retain and motivate employees by identifying and meeting their developmental needs is called development planning system
  • 23.
    • 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.
  • 24.
    • 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
  • 25.
    • 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.
  • 26.
    • 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.
  • 27.
    • 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.
  • 28.
    • 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.
  • 29. Career management and development planning systems:
    • Self assessment
    • Reality check
    • Goal setting
    • Action planning
    • Other special issues:
    • Melting the glass ceiling
    • Succession planning
  • 31. Career Development
    • Career development is a lifelong process of managing progression in working and learning ( )
    • 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.
  • 32. Why Career development?
    • Changing technology and globalisation
    • Employability of Individual
  • 33. Support needed by Individuals to manage their Career development
    • Support 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
  • 34. Elements of Career Planning
    • Individual assessment and need analysis
    • Organisational Assessment and Opportunity Analysis
    • Need Opportunity Alignment
    • Career Counseling
  • 35. Steps and element in the Career Management Process Self Assessment Reality Check Goal Setting Action Planning
    • Employee responsibility
    • -Identify Opportunities and needs to improve
    • Company Responsibility
    • - Provide assessment information to identify strengths, weakness, interest and values.
  • 37. Reality Check
    • Employee 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
  • 38. Goal setting
    • Employee 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
  • 39. Action Planning
    • Employee responsibility
    • -Identify steps and timetable to reach goal.
    • Company Responsibility
    • - Identify resources employee needs to reach goal, including courses, work experiences, relationships.
  • 40. 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
  • 41. 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.
  • 42. THANK YOU