Employee Management and development How to set up an effective development plan whose responsibility is employee development Managerial work in India categories of management characteristics Succession planning

1. EMPLOYEE &
MANAGEMENT
DEVELOPMENT

2. TODAY’S SCENARIO
■ Less loyalty by employees to an their organizations
■ Willingness to move to other organizations for career advancement
■ Shortage of skilled workers in the labor pool
■ Extremely competitive market
■ To attract and retain high quality employees, development of all employees should
be taken seriously.

3. WHAT COMPRISES EMPLOYEE DEVELOPMENT?
Providing employees with opportunities to enhance their skills and develop their
potential.
Benefits:
I. For Organization: Promotes flexibility
II. For Employees: Makes employees more marketable

4. HOW TO SET UP AN EFFECTIVE DEVELOPMENT
PLAN?
I. DEVELOPMENT IN THE CURRENT PLAN
Steps:
1. Training Need Analysis
Methods:
■ Performance Review
-Performance review should be focused only on development
-Organization should have a culture of fostering development of its employees.
■ Self Ratings
■ 360 degree feedback
-Useful for assessing needs in areas where employee is not aware of his deficiencies. Ex: interpersonal
communication, teamwork

5. HOW TO SET UP AN EFFECTIVE
DEVELOPMENT PLAN?
2. Design of Training Program
Constraints: Individually focused
Training objectives should be carefully framed
3.Implementation
Identify sources of training that might address the employees’ needs.
4. Evaluation
Employees improvement should be tracked and feedback be taken.
Stretch assignments can be given so that the employee is able to demonstrate the ability to apply the
KSAs in a situation meaningful.

6. HOW TO SET UP AN EFFECTIVE DEVELOPMENT
PLAN?
II. JOB ROTATION
■ Documentation of job and KSA requirements.
■ On-Job-Training together with online-learning, workshops, etc to
be carried out.
■ Job Instructional Technique should be used
■ Periodic performance reviews should be conducted
■ Monitor performance and ability to move to different jobs quickly

7. HOW TO SET UP AN EFFECTIVE DEVELOPMENT
PLAN?
III. SPECIAL ASSIGNMENTS
■ Put the employees on an already existing or newly created task
force that requires the KSAs that they need to develop or create
special assignments that will lead to acquisition of the KSAs.
■ Encourage employees to partake in some pre-requisite learning
that prepares them for the assignment. Ex: e-learning course
■ Supervisor should monitor the progress of employees. Leader of
the task force can assist him in monitoring performance

8. WHOSE RESPONSIBILITY IS EMPLOYEE DEVELOPMENT?
■ The Organization
■ Human Resources
■ Immediate Supervisor
■ Employee

9. MANAGEMENT DEVELOPMENT
Mintzberg’s Managerial Roles
FORMAL AUTHORITY
& STATUS
INTERPERSONAL
ROLES
Figurehead, Leader &
Liaison
INFORMATIONAL ROLE
Monitor, Disseminator &
Spokesperson
DECISIONAL ROLES
Entrepreneur, Disturbance
Handler, Resource Allocator
& Negotiator

10. MANAGERIAL WORK IN INDIA
■ Build relationships, cultivate friendships and mix personal business
with work in the office
■ Perform activities which are disjointed, fragmented and
characterized by brevity
■ Monitor, entrepreneur and resource allocator
■ Carry out the roles of negotiators and spokesperson
■ Social roles (ex: pertain to requests by friends)
■ Meet customers, suppliers, colleagues and government officials
■ Create obligations

11. CHARACTERISTICS OF MANAGERS
Management
Style
Employee
Oriented
Participative
Supportive
Task Oriented
Directive
Achievement

12. CATEGORIES OF MANAGEMENT
CHARACTERISTICS
■ Conceptual Knowledge and Skills required in planning and decision making, organizing and
controlling
■ Technical Knowledge and Skills
■ Interpersonal Knowledge and Skills’
■ Personal Traits
Four ‘Need States’ of Effective Managers by McClelland:
1. Need for achievement (nAch)
2. Need for autonomy (nAu)
3. Need for power (nPow)
4. Need for drive (nAch + ambition, energy and tenacity)

13. Integration : Strategies and
Management Characteristics
■ Combining research on organizational environment, strategy, structure, and
technology with the research on leadership.
■ Effective managers possess technical, interpersonal, and conceptual skills.
■ Leadership research adds the concept of personal traits and style.

14. CHARACTERISTICS Market Leader Cost Leader
SKILLS
Technical More sophisticated Less sophisticated
Interpersonal Higher Lower
Conceptual Higher Lower
TRAITS
Drive High High
Flexibility Higher Lower
Leader Motive High High
STYLE
Participative Higher Lower
Supportive No difference No difference
Achievement Higher Lower
Directive Lower Higher

15. Management Development
Implications
■ Management development needs to address the following:
– An understanding of Context
■ Clarification of Organization’s situation and strategy to cope with it.
■ How various units fit in it and how training is related.
– Self-awareness and diagnostic skills
■ Manager’s ability to understand cause-n-effect relationship between their
behavior and reactions.
– Managerial person analysis-
■ Multiple-source feedback(360-DF)
■ Used only for development not for formal Performance appraisal

16. Sources of Knowledge/Skill Acquisition
■ Externally based training
– Advantages-
■ Expose to current thinking by interchanging ideas.
■ Remove organizational constraints and are less costly.
– Problems-
■ Inability to relate content to company specific approaches.
■ Inconsistency of instructor effectiveness and inability to choose right instructor.
■ Extended time away from job
■ Inability to specify the expected company outcomes as a result of training.

17. Sources of Knowledge/Skill Acquisition
■ Corporate Universities
– After examining the characteristics, they understood they could do better
internally.
– Primary reasons-
■ The organization understands its own approach to management and convey it
better to its managers.
■ Managers can obtain job specific knowledge and skills.
■ The company can assure quality instruction.

18. Types of Management Development
Programs
■ Knowledge/Skill Development
– Conceptual- business games, simulations, case studies, and OJT.
– Technical- Degree and certification programs, workshops and seminars.
■ Interpersonal skills and management style-
– interactive skill training, Grid management, workshops and seminars.
■ Developing personal traits
– Role motivation and need for achievement.

19. DIFFERENT STRATEGIES FOR
EXECUTIVES AND MANAGERS
■ Certain Problems associated with training executives:
– As at the top of organization, makes it difficult for them to ask for help
– They aren’t even aware of whether they need any kind of help
– Credibility of helping person plays important role
– Executives work long hours, do not get much time for development
■ These issues doesn’t follow for Managers

20. Strategies for Development of Executives
and Managers (Future Executives)
■ Executive Coaching
– For executives, it is done by short meetings, phone conversation, etc.
whenever an executive has the time
– For non-executives, it is done by supervisor, outside consultants for up-coming
managers
■ Mentoring
– For executives, ‘Being a Mentor’ is an important development tool which
includes honing leadership skills by learning how to work with different
personalities
– For managers, ‘Being a Mentor’ helps when one-on-one interaction is done
which helps in understanding mentee’s concerns

21. Coaching & Mentoring in Indian
Industry
■ Program ‘Leaders as Teachers’
■ Buddy System
■ Senior Manager are given task to coach and mentor

22. Strategies for Development of Executives
and Managers (Future Executives)
■ Executive Development Programs/Executive MBAs
■ Acton Learning
■ Job Rotation
■ Special Job Assignments
■ Team Building/Outward Bound

23. Succession Planning
■ For President/CEO, should involve
– Identify KSAs
– Assessment of individuals with potential for filling the position
– Identification of necessary development areas
– Plan to provide the individual with opportunities to develop identified areas

24. Succession Planning
■ For Executives in General
– Executives meet twice a year to focus on the company’s future needs, then
development needs of managers targeted for advancement (Do not work for
small companies)
– Surprisingly, organizations spent so little on leadership development
■ The reason includes shrinking of positions at each step of hierarchy, high cost for
recruiting higher talent, an average company expects 33% turnover of executives in
next 5 years

25. Succession Planning
■ For small business Senior Manager/CEO/Owner
– Should clearly articulate a vision and goal and managers should help reaching
them
– Should understand their shortcomings through feedback
– Assignment provided to managers are in line with their development needs
– Provide managers with opportunities to learn total organization through job
rotation
– Be a positive role model and coach
– Let shadow manager for week to fully understand what responsibilities are for
senior management