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Guide to Employee Development

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Learn about managing the development of employees. What does career development include? What steps are associated with Individual Development Plans? What activities can managers create to develop employees? What development-related activities should employees request?

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Guide to Employee Development

  1. 1. Guide to Employee Development 1 ©2016 ITAP Interna0onal, Inc. All Rights Reserved. Catherine Mercer Bing Managing Director, ITAP Americas, Inc.
  2. 2. Can We….? •  Iden8fy employee skills and capabili8es? •  Iden8fy employee gaps or interests for growth? •  Encourage employees to take responsibility for developing their interests? •  Free up 8me to give employee development opportuni0es? •  Iden8fy development needs across the organiza8on for groups of employees and serve these needs? •  Encourage employee to self-iden8fy for development opportuni0es? •  Leverage what employees learn by having them share their knowledge and or mentor other employees? 2 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  3. 3. Managing Development •  Career development includes: – What employees do (job descrip0ons, func0onal competencies, performance management, dialog about expecta0ons) – How they do it (behaviors, emo0onal intelligence, 360 feedback, behavioral competencies) – Individual development plans (IDPs) – Tracking progress and performance – Rewarding development 3 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  4. 4. The Steps for Comple8ng an Individual Development Plan (IDPs) 1. Employee Developmental and Career Goals: – The employee should draR his/her plan then meet with the supervisor. – The employee and the supervisor work together to finalize the goals for successful performance in the employee’s current posi0on and the employee’s short- and long-term career goals. 2. Developmental Objec8ves: – Describe what the employee needs to do this year to work towards his/her goals. – Objec0ves describe what the employee needs to learn in order to reach his/her goal. – Iden0fy each objec0ve as either C = Current; ST = short term and LT = long term growth. ©2016 ITAP Interna0onal, Inc. All Rights Reserved. 4
  5. 5. The Steps for Comple8ng an Individual Development Plan (IDPs) 3. Determine a method of learning and a learning 8meframe: –  Determine what type of learning/ac0vity/training/prac0ce is needed to accomplish all developmental goals. It could consist of On the Job Training (OJT), classroom training, working with a coach, shadowing others/vaca0on coverage, cross-training, mentoring or a combina0on of methods. –  Iden0fy the proposed dates for the agreed upon approach; es0mate the cost of the ac0vity (if any); track the status. 4. Review and Modifica8ons –  The employee should drive the review process by reques0ng a mee0ng with the supervisor and giving periodic status updates. –  The plan should be reviewed when a milestone is achieved and/or modified in response to the changing needs of the organiza0on. ©2016 ITAP Interna0onal, Inc. All Rights Reserved. 5
  6. 6. Sample IDP Format ©2016 ITAP Interna0onal, Inc. All Rights Reserved. 6 Employee Name Posi8on / Title Office Phone Mobile Phone Email / Other Address Supervisor Name Supervisor Title Office Phone Mobile Phone Email / Other Address Goals Development (in Current Posi8on) Short-term Career Goals (6 mo. to 1 year) Long-term Career Goals (2 - 3+ years) Development Objec8ves: What do you need to do this year to work towards your career goals? (Please iden0fy each career development goal with either a C = current career development goal, ST = short term career development goal or LT = long term career development goal.) Development Requested (training, assignments, projects, details, etc.) Proposed Dates Es8mated Costs Date Completed Support Requested: What support do you need to work towards your career development goals? Planned Ac8vi8es, Resources, other Proposed Dates Es8mated Costs Date Completed Notes: Employee Signature / Date Supervisor Signature / Date
  7. 7. Some Clarifica8ons… •  Training is what is offered by someone (classroom/webinar) / something (such as on-line) to facilitate one’s learning •  Learning is what one does (for example using behaviors or knowledge gained in a training program or through reading) •  Development may be training, on the job experience, working with a mentor or coach or other ac0vi0es 7 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  8. 8. Sample Ac8vi8es Managers Can Create •  Crea0ng rota0onal/bridge assignments (fill a vacant posi0on temporarily) –  Job shadowing –  Vaca0on coverage –  Remote assignments (at loca0ons other than home loca0on) •  Co-partnering (e.g., co-team leading) •  Sedng up lunch and learn (as par0cipant; as presenter) •  Approving conference aeendance •  Recommending specific cer0fica0ons •  Providing business simula0ons •  Giving your “edge dwellers” a voice/plaiorm •  Iden0fying the curious employees. S0mula0ng that curiosity/opening the doors for innova0on 8 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  9. 9. Sample Ac8vi8es Employees Can Request •  FINANCE: –  Manage a project’s budget to develop financial and budge0ng competencies –  Review the budget of a project they’re working on and make recommenda0ons –  Propose a cost-cudng proposal –  Create financial strategies that aim at maximizing quality and efficiency •  PROJECTS: –  Take responsibility for wri0ng or repor0ng on project deliverables –  Lead a project team/manage a group in which the other members have the exper0se –  Lead a project that requires innova0on –  Lead a division-wide project or taskforce that has policy implica0ons 9 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  10. 10. Sample Ac8vi8es Employees Can Request •  PEOPLE MANAGEMENT: –  Assume a divisional liaison role with HR on processes for: •  Outreach and recruitment •  Managing people issues •  Chairing a selec0on commieee to fill a posi0on •  Serving as a mentor •  Serving as a back-up contact when the supervisor is not available •  Speak at a mee0ng •  Present at a conference •  Run for a posi0on in a professional associa0on •  Shadow one of the execu0ves at a board or senior execu0ve mee0ng ©2016 ITAP Interna0onal, Inc. All Rights Reserved. 10
  11. 11. Other Interes8ng Ideas •  Arrange, hold and facilitate discussions with supervisors and peers •  Defend your work in a fishbowl forum •  Create a “let’s see if we can break it” challenge •  Write a risk management strategy and con0ngency plans for your project •  Get involved with draRing a mock contract •  Seek opportuni0es to give presenta0ons par0cularly to non- specialist audiences •  Volunteer to par0cipate in Commieees, Taskforces, Advisory Teams, Focus Groups or volunteer for a Special Assignment (could be observer, par0cipant and/or some collateral duty) 11 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  12. 12. Other Interes8ng Ideas (con8nued) •  Sign up for volunteer ac0vi0es outside of work (e.g. take on leadership or teaching roles) •  Offer to conduct informa0onal interviews •  Take an internship •  Create an "affinity group" by bringing together a group of colleagues with similar interests to discuss issues and strategies •  Create a reading/discussion group by invi0ng colleagues to come together to share and discuss relevant ar0cles (e.g. on innova0on) •  Provide training to colleagues on a topic or skill that you have just learned or have mastered ©2016 ITAP Interna0onal, Inc. All Rights Reserved. 12
  13. 13. Summary •  On the job development ac0vi0es may be more effec0ve than sidng through a training program •  Employees are the most likely ones to iden0fy what they want or need to develop •  Leaders need to be open-minded regarding what development opportuni0es interest employees 13 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  14. 14. For More Informa8on About… •  Development Ac0vi0es •  ITAP’s Alliance (Global Consul0ng Group) Capability •  ITAP’s Instruments –  Culture in the Workplace Ques0onnaire™ (CWQ) –  Team Ques0onnaires measuring Human Process Interac0ons •  Global Team Process Ques0onnaire™ (GTPQ) •  Organiza0onal Team Process Ques0onnaire™ (OTPQ) •  Ac0on Learning Team Process Ques0onnaire™ (ALTPQ) •  Other –  Characterorama Ac0vi0es à –  Learn1Thing Portal –  Talent Poten0al Analysis –  CybeHR App Contact ITAP at 1.215.860.5640 ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  15. 15. 15 Building a Culture of Safety: How cultural values impact attitudes about risk and safety and what you need to consider to ensure safety in your workplace. 1 © 2013 ITAP International, Inc. All Rights Reserved. ©2016 ITAP Interna0onal, Inc. All Rights Reserved.
  16. 16. • The Culture in the Workplace Ques0onnaire™ (CWQ) For Individuals and Teams: • Global Team Process Ques0onnaire™ (GTPQ) • Organiza0onal Team Process Ques0onnaire™ (OTPQ) • Ac0on Learning Team Process Ques0onnaire™ (ALTPQ) For Teams: • E-Strategy Mapper • TPQ Series of Tools • CybeHR For Organiza8ons: 16 ©2016 ITAP Interna0onal, Inc. All Rights Reserved. ITAP Tools List…
  17. 17. Improve Your Team’s Performance •  Ordering a team assessment: q  Call ITAP to set up questions: 1.215.860.5640 q  Each team member will receive a link to the Team Process Questionnaire™ (TPQ) q  The TPQ takes 20 minutes to complete q  The cost is $500 / team Inquire about licensing the TPQ and becoming certified in using this or other ITAP tools. 17 © 2016 ITAP Interna8onal, Inc. All Rights Reserved. What Pulls Teams Apart?
  18. 18. To order copies of my book… ©2016 ITAP Interna0onal, Inc. All Rights Reserved. Learn more about team success in Many Cultures, One Team by Catherine Mercer Bing (2015) Enter promo code OneTeam to receive 20% off from Technics Publications website, http://www.TechnicsPub.com
  19. 19. Catherine Mercer Bing Managing Director ITAP Americas, Inc. ITAP International, Inc. 353 Nassau Street, 1st floor Princeton, NJ 08540 USA (W) 1.215.860.5640 http://www.itapintl.com 19©2016 ITAP Interna0onal, Inc. All Rights Reserved.

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