This document outlines an employee development process. It includes 5 students - Neeraj Mantri, Imtiaz Khan, Sneha Varghese, Anant Nafde, and Abhishek Uttam - and their identification numbers. It then defines employee development and lists some common tools for assessment, relationships that can aid development, and types of job experiences that promote growth. Finally, it provides recommendations for how management can support development and what employees can do to develop themselves.

1. Sec-D
Neeraj Mantri
Imtiaz Khan
Sneha Varghese
Anant Nafde
Abhishek Uttam
13BSP0454
13BSP0508
13BSP0801
13BSP1301
13BSP1385

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

4. Formal
Education
Job
Experience
Assessment
Interpersonal
Relationship

5. Myers-Briggs Type
Indicator
(MBTI)
Assessment Center
Benchmarks
Performance
Appraisals and
360-Degree Feedback
Systems

6.  Job experiences refer to 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

7. Lateral Moves
Job
Rotation
(lateral move)
Vertical Assignments
promotion
Enlargement of
current job
experiences
Downward
move
Transfer
(lateral move)
Temporary
assignment,
projects &
volunteer
work

8. 
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Participation is voluntary
Matching process is flexible
Mentors are chosen on ability and willingness
Purpose is clearly understood
Program length is specified
Minimum level of contact is specified
Contact among participants is encouraged
Program is evaluated
Employee development is rewarded

9. 
Career Support
 Coach, protect, sponsors and provide challenging
assignments, exposure and visibility.

Psychological support
 Serve as a friend and role model, provide positive
regard and acceptance and create an outlet for a
protégé to share anxieties and fears.

Group Mentoring Program
 A program pairing a successful senior employees
with a less experienced protégés.

10. Employee Development Process
Managements Should
Provide a well-crafted job description .
Employee Should
Introspect & improve upon skills required for
this specified job description.
• Develop a good understanding of the
• Identify goals and activities for development
knowledge, skills and abilities that the
and prepare an individual development plan.
organization will need in the future.
• Absorb the knowledge shared by the
•Long-term goals of the organization
management & try to apply it in the current &
•Implications of these goals for employee
future situations.
development? Share this knowledge with staff
Look for learning opportunities in every-day
activity.
Was there an incident with a client that
everyone could learn from?
Take a learning from the 360 feedbacks &
feedbacks from seniors & try to improve
his/her performance as compared to the past.

11. 
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Committees : Set aside part of the committee's work time
to discuss issues or trends that may impact on the
organization in the future.
Conferences and forums : Employees can attend
conferences that focus on topics of relevance to their
position and the organization.
Critical incident notes : Mngt. can select the best of day to
day learning opportunities and write up critical incident
notes for staff to learn from.
Ex. Client was handled effectively.

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This presentation is prepared simply for
practicing presentation skills .
All content is simply for learning purpose.
We don’t claim any accuracy or complete
info.
All info is presented for overview. Any
inadvertent use of company name, images
are unintentional & if brought to notice , we
will remove them.