Employee Development Meaning Importance Approaches Process

1. • Employee Development
• Meaning
• Importance
• Approaches
• Process

2. Development refers to formal education,
job experiences, relationships, and
assessments of personality and abilities
that help employees perform effectively in
their current or future job and company.

3. Comparison Between
Training and Development

4. Why is Employee Development
Important? (1 of 2)
• Employee development is a necessary
component of a company’s efforts to:
– improve quality
– retain key employees
– talent management
– meet the challenges of global competition and
social change
– incorporate technological advances and
changes in work design

5. Why is Employee Development
Important? (2 of 2)
• Development activities can help
companies reduce turnover:
– by showing employees that the company is
investing in the employees’ skill development
– by developing managers who can create a
positive work environment that makes
employees want to come to work and
contribute to the company goals

6. Approaches to Employee Development
Formal
Education
Assessment
Job
Experiences
Interpersonal
Relationships

7. 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
– university programs in which participants
actually live at the university while taking
classes

8. Examples of Leadership Development
Programs at General Electric

9. Important Trends in
Executive Education
• Increasing use of distance learning by many
companies and universities
• Companies and the education provider create
short, custom courses, with content designed
specifically to needs of the audience
• Supplementing formal courses from
consultants or university faculty with other
types of training and development activities

10. Other Trends in
Executive Education
• Universities offer small MBA programs that
allow employees to earn the MBA in less than
two years
• Universities offering executive education
programs are beginning to measure their
programs’ ROI
• Companies also provide tuition
reimbursement to encourage employees

11. Assessment involves collecting
information and providing feedback
to employees about their behavior,
communication style, or skills

12. Assessment
• 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
– work with teams to identify members’
strengths and weaknesses, and factors that
inhibit productivity

13. Myers-Briggs Type
Indicator®
(MBTI)
Assessment Center
Benchmarks
Performance
Appraisals and
360-Degree Feedback
Systems
Popular Assessment Tools

14. Assessment Tools: Myers-Briggs
(MBTI)
• Most popular psychological test for
employee development
• Used for understanding such things as:
–communication
–motivation
–teamwork
–work styles
–leadership

15. Personality Types Used in the Myers-Briggs
Type Indicator Assessment

16. Personality Types Used in the Myers-Briggs Type
Indicator Assessment (concluded)

17. Examples of MBTI Use
• Can be used by salespeople who want to
become more effective at interpersonal
communication by learning things about their
own personality styles and the way they are
perceived by others
• Can help develop teams by matching team
members with assignments that allow them to
capitalize on their preferences
• Can help employees understand how the
different preferences can lead to useful problem
solving

18. Assessment Tools:
Assessment Center (1 of 2)
• A process in which multiple raters or
evaluators evaluate employees’
performance on a number of exercises
–usually held at an off-site location
–used to identify if employees have the abilities,
personality, and behaviors for management
jobs
–used to identify if employees have the
necessary skills to work in teams

19. Assessment Tools:
Assessment Center (2 of 2)
• Types of exercises used include:
– leaderless group discussions
– interviews
– in-baskets
– role plays

20. Examples of Skills Measured by
Assessment Center Exercises

21. Assessment Tools: Benchmarks
• An instrument designed to measure important
factors in being a successful manager
• Items measured are based on research that
examines the lessons executives learn at critical
events in their careers
• This includes items that measure managers’
skills in dealing with:
– subordinates
– acquiring resources
– creating a productive work climate

22. Skills Related to Managerial Success
• Resourcefulness
• Doing whatever it takes
• Being a quick study
• Building and mending
relationships
• Leading subordinates
• Compassion and
sensitivity
• Straightforwardness and
composure
• Setting a developmental
climate
• Confronting problem
subordinates
• Team orientation
• Balance between personal
life and work
• Decisiveness
• Self-awareness
• Hiring talented staff
• Putting people at ease
• Acting with flexibility

23. Assessment Tools:
Performance Appraisals
• The process of measuring employees’
performance
• Approaches for measuring performance:
– ranking employees
– rating work behaviors
– rating the extent to which employees have desirable
traits believed to be necessary for job success (e.g.,
leadership)
– directly measuring the results of work performance
(e.g., productivity)

24. Conditions in which Performance
Measurement is useful for Development
• The appraisal system must give employees
specific information about their performance
problems and ways they can improve their
performance
• Managers must be trained in providing
performance feedback
• Managers must frequently give employees
performance feedback
• Managers also need to monitor employees’
progress in carrying out the action plan

25. Assessment Tools: 360-Degree
Feedback System
Rating
Form
Rating
Form
Rating
Form
Rating
Form
Self
Peers
Customers Subordinates
Manager

26. Development Planning Activities from
360-degree Feedback Process

27. Factors necessary for a 360-degree
feedback system to be effective:
• The system must provide consistent
(reliable) ratings
• Feedback must be job-related (valid)
• The system must be easy to use,
understandable, and relevant
• The system must lead to managerial
development

28. 360-Degree Feedback:
Important Issues to Consider
• Who will the raters be?
• How will you maintain the confidentiality of the
raters?
• What behaviors and skills are job-related?
• How will you ensure full participation and
complete responses from every employee who is
asked to be a rater?
• What will the feedback report include?
• How will you ensure that managers receive and
act on the feedback?

29. Job Experiences
• Relationships, problems, demands, tasks, or
other features that employees face in their jobs
• Most employee development occurs through job
experiences
• 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

30. To be successful in their jobs,
employees must stretch their
skills.
They must be forced to learn
new skills, apply their skills
and knowledge in a new way,
and master new experiences.

31. Job Demands and the Lessons
Learn from Them

32. How Job Experiences are Used for
Employee Development
Enlargement of
Current
Job
Experiences
Promotion
Job Rotation
(Lateral Move)
Transfer
(Lateral Move)
Downward
Move
Temporary
Assignment ,
Projects, and
volunteer
work

33. Enlarging the Current Job
• Job enlargement – adding challenges or
new responsibilities to an employee’s
current job
• This could include:
– special project assignments
– switching roles within a work team
– researching new ways to serve clients and
customers

34. Characteristics of Effective Job Rotation
Systems (1 of 2)
• Job rotation is used to develop skills as
well as give employees experience
needed for managerial positions
• Employees understand specific skills that
will be developed by rotation
• Job rotation is used for all levels and types
of employees
• All employees have equal opportunities for
job rotation assignments

35. Characteristics of Effective Job Rotation
Systems (2 of 2)
• Job rotation is linked with the career
management process so employees know
the development needs addressed by
each job assignment
• Benefits of rotation are maximized and
costs are minimized through managing
time of rotations to reduce workload costs
and help employees understand job
rotation’s role in their development plans

36. Transfers, Promotions, and Downward
Moves
• Transfer - in a 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

37. Interpersonal Relationships
• Employees can also develop skills and
increase their knowledge about the
company and its customers by interacting
with a more experienced organizational
member
• Two types of interpersonal relationships
used to develop employees:
– mentoring
– coaching

38. Characteristics of Successful Formal
Mentoring Programs (1 of 2)
• Mentor and protégé participation is voluntary
–relationship can be ended at any time without fear of
punishment
• Mentor-protégé matching process does not limit
the ability of informal relationships to develop
• Mentors are chosen on the basis of:
–their past record in developing employees
–willingness to serve as a mentor
–evidence of positive coaching, communication, and
listening skills

39. Characteristics of Successful Formal
Mentoring Programs (2 of 2)
• The purpose of the program is clearly
understood
• The length of the program is specified
• A minimum level of contact between the mentor
and protégé is specified
• Protégés are encouraged to contact one another
to discuss problems and share successes
• The mentor program is evaluated
• Employee development is rewarded

40. Benefits of
Mentoring Relationships (1 of 2)
• Mentors provide
– career support
– psychosocial support
• Benefits for protégés:
– skill development
– higher rates of promotion
– larger salaries
– greater organizational influence

41. Benefits of
Mentoring Relationships (2 of 2)
• Provide opportunities for mentors to:
– develop their interpersonal skills
– increase their feelings of self-esteem and worth
to the organization
– gain knowledge about important new scientific
developments in their field

42. Coaching Relationships (1 of 2)
• Coach – a peer or manager who works with
employees to motivate them help them develop
skills provide reinforcement and feedback
• The best coaches are:
– empathetic
– supportive
– practical
– self-confident
• They also do not appear to know all the answers

43. Coaching Relationships (2 of 2)
• Three roles that a coach can play:
– one-on-one with an employee, providing feedback
based on psychological tests, 360-degree
assessment, or interviews with bosses, peers, and
subordinates
– help employees learn for themselves by putting them
in touch with experts who can help them with their
concerns and by teaching them how to obtain
feedback from others
– provide the employee with resources such as
mentors, courses, or job experiences that the
employee may not otherwise have access to

44. The Development Planning
Process
• The development planning process involves:
– identifying development needs
– choosing a development goal
– identifying the actions that need to be taken by the
employee and the company to achieve the goal
– determining how progress toward goal attainment will
be measured
– investing time and energy to achieve the goal
– establishing a timetable for development

45. Responsibilities in the Development
Planning Process: (1 of 2)

46. Company Strategies for Providing
Development:
Individualization
Learner Control
Ongoing Support

47. E-Learning and Employee
Development
• IBM’s Basic Blue for Managers program replaces
a widely successful New Manager School
• The learning model includes four levels:
– management quick views
– interactive learning modules and simulations
– collaborative learning
– learning labs