Employee Development Chap 9

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Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she works to upgrade the employee's knowledge, skills, and abilities. Successful employee development requires a balance between an individual's career needs and goals and the organization's need to get work done.
Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.

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Employee Development Chap 9

  1. 1. Chapter 9 Employee Development McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
  2. 2. Formal Education Interpersonal Relationship Job Experience 9-2
  3. 3. Introduction • 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. 9-3
  4. 4. What is development?? 9-4
  5. 5. Development is about preparing for change in the form of new jobs, new responsibilities, or new requirements. 9-5
  6. 6. Training versus Development 9-6
  7. 7. Why is employee development important? • To improve quality. 9-7
  8. 8. Why is employee development important? • To meet the challenges of global competition and social change 9-8
  9. 9. Why is employee development important? • To incorporate technological advances and changes in work design. 9-9
  10. 10. Development activities can help companies reduce turnover by: • showing employees that the company is investing in the employees’ skill development 9-10
  11. 11. Development activities can help companies reduce turnover by: • Developing managers who can create a positive work environment that makes employees want to come to work and contribute to the company goals. 9-11
  12. 12. Approaches to Employee Development • Formal education programs include: – off-site and on-site programs – short courses offered by consultants or universities, executive MBA programs, and university programs. 9-12
  13. 13. The practice of reimbursing employees’ costs for college and university courses and degree programs 9-13
  14. 14. Approaches to Employee Development (cont.) • Assessment – Collecting information and providing feedback to employees about their behavior, communication style, values, or skills. 9-14
  15. 15. Approaches to Employee Development (cont.) • Myers-Briggs Type Indicator (MBTI) – Most popular psychological test for employee development. – Identifies individuals’ preferences for energy, information gathering, decision making, and lifestyle. – It is a valuable tool for understanding communication styles and the ways people prefer to interact with others. 9-15
  16. 16. Approaches to Employee Development (cont.) • Assessment center - multiple raters or evaluators evaluate employees’ performance on a number of exercises. – It is used to identify: • if employees have the abilities, personality, and behaviors for management jobs. • if employees have the necessary skills to work in teams. 9-16
  17. 17. Approaches to Employee Development (cont.) • Benchmarks - instrument designed to measure important factors in being a successful manager. 9-17
  18. 18. Approaches to Employee Development (cont.) • Performance appraisal - process of measuring employees’ performance. – Different approaches for measuring performance: • Ranking employees. • Rating their work behaviors. • Rating the extent to which employees have desirable traits believed to be necessary for job success. 9-18
  19. 19. Approaches to Employee Development (cont.) • Upward feedback - involves collecting subordinates’ evaluations of managers’ behaviors or skills. 9-19
  20. 20. Approaches to Employee Development (cont.) • Job Experiences - relationships, problems, demands, tasks, or other features that employees face in their jobs. – 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. 9-20
  21. 21. Approaches to Employee Development (cont.) • Job enlargement - adding challenges or new responsibilities to an employee’s current job. • Job rotation - providing employees with a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department. 9-21
  22. 22. Approaches to Employee Development (cont.) • Transfer - an employee is given a different job assignment in a different area of the company. • Promotions - advancements into positions with greater challenges, more responsibility, and more authority than in the previous job. • Downward move - occurs when an employee is given a reduced level of responsibility and authority. 9-22
  23. 23. Approaches to Employee Development (cont.) • Externships - employees take full-time, temporary operational roles at another company. 9-23
  24. 24. Approaches to Employee Development (cont.) • Interpersonal relationships – Coach - a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. • The best coaches are empathetic, supportive, practical, and self-confident but do not appear to know all the answers or want to tell others what to do. 9-24
  25. 25. Company Strategies for Providing Development • The most effective development strategies involve individualization, learner control, and ongoing support. 9-25
  26. 26. 9-26

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