This document discusses employee development and provides guidance on creating an effective development plan. It outlines why developing employees is important for company performance and motivation. An effective plan should guide employees through various career stages from new hire to mid-career, addressing their changing needs and tasks. The document provides a template for creating a development plan, identifying objectives, skills to develop, and success measures. It also discusses the 70-20-10 model of learning through experience, relationships, and education and the manager's role in creating these opportunities.

1. Employee Development
SlideShare Presentation by Stella Sim

2. Employee Development
Why Develop Your Employees?
• They are one of the Company’s most
critical assets. Employees drive
organization performance and
success.
• Feedback & coaching in development
discussions help employees improve
their competencies and performance.
• Employees are more motivated and
engaged.
• Build and retain a pipeline of the next
generation of leaders.

3. Employee Development
AN EFFECTIVE EMPLOYEE
DEVELOPMENT PLAN CAN BE THE
COMPASS TO A SUCCESSFUL CAREER
FOR YOUR TEAM MEMBERS.

4. Stages of Employee Development
Question
• ??
Stage Characteristics Needs Tasks
Exploration and Trial/
Orientation
* New to role or organization
*Unfamiliar with processes,
tools, culture, people
*Acclimatize to new role or
organization
*Need more guidance,
information, coaching.
*Develop capabilities required for role
*Acquire confidence
*Establish relationships
Establishment and
Advancement
*Has own area of responsibility
*Works independently
*Demonstrates skills,
competencies & confidence
*Independence and
specialization
*Establish strong credibility and
recognition in profession
*More empowerment
*Produce significant results
*Exploration & networking
*Assessment of skills &
competencies for new/ additional
responsibilities
*Develop stronger change
management skills
Mid Career : Growth,
Maintenance
*Responsible for guiding others
*Use breadth of technical /
expert knowledge to support
organization
*Focus on developing others
*Achieve results through others
*Leverage own expertise to develop
team members
*Serve as mentor & coach
Disengagement *Usually proficient in current role
and is bored, or not performing
due to lack of job fit
*Change in life or career
priorities
*Look for alternative career
path/role
* Prepare for transition
*Seek alternative options based on
life’s priorities

5. SAMPLE DEVELOPMENT PLAN
“What” specifically do you want to develop? (Describe your objective in more detail)
Which HP Leadership Standard does this objective focus on?
SKILLS:
Which specific skills or
competencies will be developed
through the pursuit of this objective?
ACTION PLAN:
Identify actionable steps to achieve
goals (critical factor for making the
objective achievable).
BARRIERS:
Identify potential challenges or
barriers to achieve the objectives.
SUCCESS MEASURES:
What are the expected outcomes for
your development upon achievement
of objective?
Elaborate on the skills gap
identified and what aspects of
it do you want to pursue?
Example:
Developing my influencing
skills:
1. Would like to be more
assertive when discussing
interest -divergent issues
2. Broaden my perspectives
and try to understand other
party’s views
Consider the 70/20/10
learning guide and include
mix of development platforms
– Experience, Relationship &
Education
Example:
• Approach XXX to coach me
on my influencing skills and
provide me with regular
feedback
• Attend training on
Influencing Skills
a) Outline the challenges
faced
b) Highlight the support or
resources required from
manager / organization to
close the gaps
Example:
Challenges – Lacks of
corporate perspective when
dealing with channel partners
Support – Liaison and
network with other BU to
understand their strategy and
value proposition
Define what success looks like if
you successfully closed the
gaps
Example:
• Build trust and achieve win-
win solutions when negotiating
and influencing distributors on
the pricing strategy
• Demonstrated willingness by
channel partners to accept
and pilot test sale of premium
products
Target Completion Date:
Review with your manager to assess if the timeline is realistic and achievable

6. CREATING LEARNING OPPORTUNITIES
10% - Education:
Knowledge acquired
through learning and
formal education
• Formal training: attending a class in person or
virtually
• eLearning: self-paced classes
• Reading: reading books, articles and journals is an
inexpensive way of gaining knowledge and/or
keeping current in your matter of expertise
70% - Experience:
Active participation in event
or activities leading to the
accumulation of knowledge
or development of skill
•Improve or develop a specific process: offer to
review an existing process or recommend
improvements
•Projects: initiate or recommend projects that
contribute to success
•Benchmarking: learn from best practices through
benchmarking
•Customer visits: take an opportunity to visit a
customer site and learn from them what is important
20% - Relationships:
Connection with people to
increase your knowledge
or build a specific skill
• Coaching: provides a development focus for new
competencies and learning through insights and
self-awareness
• Mentoring: a relationship with a role model
• Communities of Practice: networks to gain
information, insights, experiences and tools about a
topic of common interest
As a manager, you can help create some of these learning opportunities for your employees.
Your Role as A Manager - 70/20/10 Model

7. Thank You!