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Employee Development

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Chapter 9 of Human Resource Management: Gaining a Competitive Advantage

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Employee Development

  1. 1. Human Resource Management: Gaining a Competitive Advantage <ul><li>Chapter 9 </li></ul><ul><li>Employee Development </li></ul>Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin
  2. 2. Learning Objectives <ul><li>Explain how employee development contributes to employee retention, developing intellectual capital and business growth strategies. </li></ul><ul><li>Discuss current trends in using formal education for development. </li></ul><ul><li>Relate how assessment of personality type, work behaviors and job performance can be used for employee development. </li></ul><ul><li>Explain how job experience can be used for skill development. </li></ul>9-
  3. 3. Learning Objectives <ul><li>Develop successful mentoring programs. </li></ul><ul><li>Describe how to train managers to coach employees. </li></ul><ul><li>Discuss the development planning process steps. </li></ul><ul><li>Explain employees’ and company’s responsibilities </li></ul><ul><li>in planning development. </li></ul><ul><li>Discuss what companies are doing for management development issues including succession planning, the glass ceiling and dysfunctional managers. </li></ul>9-
  4. 4. Training and Development Comparison Focus Use of work experience Goal Participation Training Current Low Preparation for current job Required Development Future High Preparation for changes Voluntary 9-
  5. 5. Development and Careers <ul><li>Development - formal education, job experiences, relationships </li></ul><ul><li>and assessment of personality and abilities that help employees prepare for the future. </li></ul><ul><li>A protean career is based on self-direction with </li></ul><ul><li>the goal of psychological success in one’s work. </li></ul><ul><li>A psychological contract - expectations that employers and employees have about each other. </li></ul><ul><li>Psychological success - feeling of pride and accomplishment that comes from achieving life goals . </li></ul><ul><li>Career Management System- retain and motivate employees by identifying and meeting development needs (also called development planning systems). </li></ul>9-
  6. 6. Assessment Centers <ul><li>At an assessment center, usually off-site, multiple raters </li></ul><ul><li>or evaluators evaluate employees’ performance on numerous exercises. </li></ul><ul><li>4 Types of assessment Exercises: </li></ul><ul><ul><li>Leaderless group discussion </li></ul></ul><ul><ul><li>Interviews </li></ul></ul><ul><ul><li>In-baskets </li></ul></ul><ul><ul><li>Role plays </li></ul></ul>9-
  7. 7. Employee Development Approaches <ul><li>Formal Education </li></ul><ul><li>Assessments </li></ul><ul><ul><li>Myers-Briggs test </li></ul></ul><ul><ul><li>Assessment center </li></ul></ul><ul><ul><li>Benchmarks </li></ul></ul><ul><ul><li>Performance appraisals </li></ul></ul><ul><ul><li>Upward feedback </li></ul></ul><ul><ul><li>360-Degree Feedback Systems </li></ul></ul><ul><li>Job Experiences </li></ul><ul><li>Interpersonal Relationships </li></ul>9-
  8. 8. Job Experiences Used for Career Development Enlargement of current job experiences Promotion Downward move Job Rotation (lateral move) Transfer (lateral move) Temporary assignments, projects & volunteer work Lateral Moves Vertical Assignments 9-
  9. 9. Job Experiences <ul><li>Job enlargement - adding challenges or new responsibilities. </li></ul><ul><li>Job rotation - moving a single individual from one job to another. </li></ul><ul><li>A transfer – moving an employee to a different job assignment in a different area of the company. </li></ul><ul><li>Promotions - advancement into positions with greater challenge and more authority than previous job. </li></ul><ul><li>A downward move occurs when an employee is given a reduced level of responsibility and authority. </li></ul>9-
  10. 10. Temporary Assignments <ul><li>Externship refers to a company allowing employees to take a full-time operational role at another company. </li></ul><ul><li>A sabbatical is a leave of absence from the company to renew or develop skills. </li></ul>9-
  11. 11. Successful Mentoring Programs <ul><li>Participation is voluntary </li></ul><ul><li>Matching process is flexible </li></ul><ul><li>Mentors are chosen on ability and willingness </li></ul><ul><li>Purpose is clearly understood </li></ul><ul><li>Program length is specified </li></ul><ul><li>Minimum level of contact is specified </li></ul><ul><li>Contact among participants is encouraged </li></ul><ul><li>Program is evaluated </li></ul><ul><li>Employee development is rewarded </li></ul>9-
  12. 12. Benefits of Mentoring Relationships <ul><li>Career Support </li></ul><ul><ul><li>Coach, protect, sponsors and provide challenging assignments, exposure and visibility. </li></ul></ul><ul><li>Psychological support </li></ul><ul><ul><li>Serve as a friend and role model, provide positive regard and acceptance and create an outlet for a protégé to share anxieties and fears. </li></ul></ul><ul><li>Group Mentoring Program </li></ul><ul><ul><li>A program pairing a successful senior employees with a less experienced protégés. </li></ul></ul>9-
  13. 13. Coaching <ul><li>A coach is a peer or manager who works </li></ul><ul><li>with an employee to: </li></ul><ul><ul><li>motivate </li></ul></ul><ul><ul><li>develop skills </li></ul></ul><ul><ul><li>provide reinforcement and feedback </li></ul></ul><ul><li>3 roles a coach can play: </li></ul><ul><ul><li>one-on-one </li></ul></ul><ul><ul><li>help employee learn </li></ul></ul><ul><ul><li>provide resources such as mentors, </li></ul></ul><ul><ul><li>courses or job experiences </li></ul></ul>9-
  14. 14. Career Management Process Self- assessment Reality Check Goal Setting Action planning Identify opportunities to improve Identify needs realistic to develop Identify goals & methods to determine progress Identify steps& timetable to reach goals 9-
  15. 15. Dysfunctional Managers Glass Ceiling Succession Planning Special Issues 9-
  16. 16. Summary <ul><li>Various development methods include formal education, assessment, job experiences and interpersonal relationships. </li></ul><ul><li>Both employee and company have responsibilities. </li></ul><ul><li>A mentor can help employees better understand the company and gain exposure to key persons. </li></ul><ul><li>A manager’s job responsibility is coaching. </li></ul><ul><li>Employees should have a development plan. </li></ul>9-

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