EMPLOYEE DEVELOPMENT
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EMPLOYEE DEVELOPMENT

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EMPLOYEE DEVELOPMENT EMPLOYEE DEVELOPMENT Presentation Transcript

  • Group Project Training Workshop BUHRM2601 Human Resource Development Topic : Employee DevelopmentGroup Members: Oke Elijah Oladipupo (30109130) Benjamin Johnson (30109266) Najim Khalifa Al Battashi (30091789) Rithanya Lakshmanan (30109108) Siti Rizky Mardhani (30109011) 1
  • Objectives: To define the definition of employee development. To describe approaches to employee development. To discuss current trends in using formal education for development. To explain how job experience can be used for employee development. To discuss the steps in the development planning process. To explain the company strategies for providing development. 2
  • What is development?Development refers to formaleducation, job experiences,relationships, and assessments ofpersonality and abilities that helpemployees perform effectively in theircurrent or future job and company. 3
  • Definition of Employee Development Employee development is concerned with preparing employees so that they can move with the organization as it develops changes and grows The approaches to employee development is meant to help employees perform effectively in their current or future job and company Successful employee development requires a balance between an individual’s career needs and goals 4
  • Development and Careers For an organization to succeed, it needs to focus on the skills and knowledges of valued people who can give the organization competitive and sustainable competitive advantages. Employee development is defined to improve skills, knowledge, and talents of people to make changes. For example, URS Corporation committed to a culture of employee development and provides unique opportunities, resources, and support their employees. 5
  • Approaches to Employee Development Formal  Assessment Center Education  Benchmarks  Performance Appraisal Assessment and 360-Degree Systems  Myer-Briggs Test Job Experiences Interpersonal Relationships 6
  • Formal Education Formal education programs include:  Off-site and on-site programs designed specifically for the company’s employees  Short courses offered by consultants or universities  Executive MBA programs  Many countries such as US, UK, Australia, Canada have been sending some of their employees to Malaysia to do MBA under the companies’ sponsorship. 7
  • AssessmentAssessment involvescollecting information andproviding feedback toemployees about theirbehavior, communicationstyle, or skills 8
  • Assessment (continued) 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 positions  Personality assessment tests used at many of the nation’s largest companies in UK, including Albertson’s grocery chain and retailers such as Neiman Marcus and Target 9
  • Assessment Center Multiple raters or evaluators evaluate employees’ performance on a number of exercises It is used to identify if employees have abilities, personality, and behaviors for management positions Types of exercises include leaderless group discussion, interviews, in-baskets, and role plays AT&T as an American multinational telecommunications created a building for recruitment called The Assessment Center 10
  • Benchmarks Instrument designed to measure important factors in being a successful manager Items that are measured include dealing with subordinates, acquiring resources, and creating a productive work climate 11
  • Performance Appraisal and 360-DegreeFeedback Systems Used for measuring rating employees, rating their behaviors, rating the extent Manager must be trained in providing performance feedback Jelly Belly Candy Company in California uses accurate performance appraisals for evaluation and development of their employees. 12
  • 360-Degree Feedback Systems 13
  • Activities involved in development planningusing the 360-degree feedback process• Understand strengths and weaknesses  Review ratings for strengths and weaknesses  Identify skills or behaviors where self and others’ ratings agree and disagree• Identify a development goal  Choose a skill or behavior to develop  Set a clear, specific goal with a specified outcome 14
  • (Cont.)• Identify a process for recognizing goal accomplishment• 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 behaviour 15
  • Myers-Briggs Type Indicator Most popular psychological test for employee development It is valuable tool for understanding communication styles and the ways people prefer to interact with others such as teamwork, motivation, and leadership Hallmarks Cards is using Myers-Briggs Personality Type by creating program called Steppingstones which is designed to open lines of communication within the organization 16
  • Job Experiences 17
  • Definition of Job Experiences Job experiences – relationships, problems, demands, tasks, or other features that employees face in their jobs. Most employee development occurs through job experiences. McDonalds uses job experience to strengthen employees’ management competencies 18
  •  Job enlargement – adding challenges or new responsibilities to an employee’s current job For example, small companies may not have as many opportunities for promotions, so they motivate their employee with job enlargement Job rotation - providing employees with a series of job assignment in various functional areas of the company or movement among jobs in a single functional area or department. For example, customer service employee switch to product delivery in Steelcase Company 19
  •  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 that in the previous job  St. Edward’s University consider regular employees for promotion or transfer within the university Downward moves – occurs when an employee is given a reduced level of responsibility and authority 20
  • Temporary Assignments, Projects, and Volunteer work Employee exchange is one example of temporary assignment Weber Sandwick provides employees with the opportunity to apply for participant in Global Exchange Program A job exchange program works much like a foreign student exchange program Volunteer assignment may offer employees opportunities to manage the change of company 21
  • Interpersonal Relationships Mentoring is the pairing of an experienced or skilled of senior employee to develop and improve a less experienced employee Mentor provide career support and psychosocial support to the employee Shell Exploration uses mentoring to develop local indigenous talent for their engineering and management activities 22
  • Coaching relationships Coaching is about developing a person’s skills and knowledge as manager helps the employees to motivate and give feedback Coaching is thought as what managers do to get the best out of their people At NASA, project managers can be excellent sources of coaching, as can team members and other colleagues Johnson Cornell University provides the Marketing Executive One-on-One Coaching Program 23
  • The six steps of development planningprocess Identifying a development needs. Choosing a development goal. Identifying the actions that need to be taken by the employee and the organization to achieve the goal. Determining how progress toward goal attainment will be measure. Investing time and energy to achieve the goal Establishing a timetable for development 24
  • Responsibilities in the Development Planning Process: (1 of 2)Development Employee Responsibility Company ResponsibilityPlanning ProcessOpportunity How do I need to Assessment information to improve? identify strengths, weaknesses, interests, and valuesMotivation Am I willing to invest the Company assists in identifying time and energy to personal and company reasons for develop? change. Manager discusses steps for dealing with barriers and challenges to development.Goal Identification How do I want to Company provides development develop? planning guide. Manager has developmental discussion with employee.
  • Responsibilities in the Development Planning Process: (2 of 2) Development Employee Responsibility Company ResponsibilityPlanning ProcessCriteria How will I know I am Manager provides feedback on making progress? criteriaActions What will I do to reach Company provides assessment, my development goal? courses, job experiences, and relationshipsAccountability What is my timetable? Managers follows up on progress How can I ask others for toward developmental goal and feedback on progress helps employees set a realistic toward my goal? timetable for goal achievement
  • Assessment design implementation evaluation
  • Identifying a Development Needs Development Needs Performance Strengths Skill and knowledge  Significant contributions or requirements for promotion growth areas. or salary advancement.  New skills acquired and job- A change in performance related advances. expectations driven by changing business  Individual or teams goals objectives. attained beyond the expected Goal attainment levels below level. expectations.  Exceptional performance on Technical/functional skills or technical, functional skills or behavior competencies that behavioral competences. are not met at full expectation. 28
  • Company Strategies for ProvidingDevelopment: Individualization Learner Control Ongoing Support 29
  • Company Strategies for Providing Development The most effective development strategies involves individualization, learner control, and ongoing support In this type of strategy where development efforts are directed to individual weaknesses, personality and interest inventories as well as 360-degree feedback are used to obtain information about employees’ interests, values, strength and weaknesses 30
  • Providing Development Only for Top-LevelExecutives, Senior Managers, and EmployeesIdentified as having High Potential The company provide development for only the to top-level executive and senior managers. The lower-level managers are completely neglected. The total neglect of the lower-level manager does not make this type of company strategy to provide development may lose its full benefits to the company This is because the lower-level managers play a critical role in motivating and retaining employees 31
  • Requiring all employees to devote a specific numberof hours or spend a certain amount of money ondevelopment Even though this type of strategy requires employees to partake in development, it is more focused on formal courses for development In some of the companies, employees are made to shoulder certain percentage of the total cost of their development while the company bears remaining percentage of the cost Employees in African normally take this opportunity to go outside to have their masters and other programs 32
  •  For example, Nestlés company provides development for their employees The company helps employees better understand how to develop themselves Nestlés views development as a shared responsibility between employees and the company. 33
  • Joint Venture Two or more firms create a legally independent company by sharing some of their resources Example, petroleum National Bhd (PETRONAS) and Shell Malaysia have signed a heads of agreement for two 30-year production-sharing contracts (PSCs) for enhanced oil recovery (EOR) projects offshore Sarawak and Sabah. 34
  • E-learning and Employee Development E-learning  The use of the Internet and related technologies for the development, distribution and enhancement of learning resources  E-learning is Internet-enabled learning Creating an Expertly Designed Online Education Program is one of the most cost effective and efficient things Every dollar spent is the best investment in supporting the organizations or businesses 35
  • E-learning Minimizes Travel CostStudies have shown that e-learning can cut the travel andentertainment cost associated with training by at least 50% 36
  • E-learning Minimizes Time Away From WorkComputer-based training yielded time savings of 35-45%over traditional classroom instruction 37
  • E-learning Processes and Systems Focus of the issue on how people communicate and learn in a electronics environment  Email  Message Books  E-Boards  Application Sharing’s  Real Time Test and Evaluation  Video and Audio Streaming 38
  • E-learning Technologies The three main area of technology activities at present are:  Content creation and management  Learning management  Learning activity Virtual learning environments is also used to promote systems that have characteristics of all three 39
  • Video: Nestlé Waters in NorthAmerica – Warehouse 40
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