The document discusses employee development and career management. It covers topics like development planning, approaches to development like formal education and job rotations, assessments, mentoring, succession planning, and onboarding. The overall document provides an overview of best practices and considerations for developing and managing employees' careers.

1. CHAPTER 9
EMPLOYEE DEVELOPMENT AND CAREER
MANAGEMENT
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OBJECTIVES (1)
Discuss the steps in the development planning process
Explain the employees’ and company’s responsibilities in planning
development
Discuss current trends in using formal education for development
Relate how assessment of personality type, work behavior, and job
performance can be used for employee development
Explain how job experiences can be used for development and
suggest a job experience to match an employee’s development goal
or need

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OBJECTIVES (2)
Identify the characteristics of an effective mentoring program
Describe the succession planning process and how the nine-box grid
is used
Design an effective on-boarding process

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DEVELOPMENT IS KEY
Helps managers understand their strengths, weaknesses, and interests
Helps managers expand responsibilities to meet their growth needs
Increases retention of valuable managers
Ensures employees have needed competencies
Helps increase employee engagement

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DEVELOPMENT AND TRAINING
Development refers to learning experiences that help employees grow
and prepare for the future
Development often involves voluntary learning not tied directly to the
current job
Training is related to the current job and typically required

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CAREERS
Traditionally, careers have been described in a variety of ways:
• as a sequence of positions held within an occupation
• in the context of mobility within an organization
• as a characteristic of the employee—one’s career

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PROTEAN CAREERS
A protean career is based on self-direction, whereby one’s career is
driven by the person versus the organization
A key goal in protean careers is to achieve psychological success
Employees need to develop new skills rather than rely on static
knowledge

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BOUNDARYLESS CAREERS
Today’s careers are “boundaryless”
Boundaryless means that individuals identify more with a job and
profession than an employer
Most employees are unlikely to stay at one company for their entire
career or even for a significant portion

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APPROACHES TO CAREER MANAGEMENT
Jump to APPROACHES TO CAREER MANAGEMENT Long Description

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STEPS IN DEVELOPMENT PLANNING
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APPROACHES TO DEVELOPMENT
Jump to APPROACHES TO DEVELOPMENT Long Description

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FREQUENCY OF PRACTICES
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FORMAL EDUCATION
Formal education may take many forms
• on-site or off-site programs tailored specifically for a company’s
employees
• short courses offered by consultants or academic institutions
Many companies provide tuition reimbursement

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EXECUTIVE EDUCATION
Includes executive MBA programs and specialized curricula on topics
such as leadership, entrepreneurship, and global business
Blended learning is common
Educational institutions have begun offering in-house, customized
programs

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ASSESSMENT
Involves collecting information and providing feedback about behavior,
communication style, and skills
Assessment may help:
• identify managerial potential
• identify strengths and weaknesses of members in teams
• self-awareness
• development goals

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NEO PERSONALITY INVENTORY
The Big Five personality dimensions:
• emotional stability (relaxed, non-worrier)
• extraversion (sociable, outgoing)
• openness (willing to try new things)
• agreeableness (friendly, polite)
• conscientiousness (hardworking, detail oriented)

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THE DISC
Measures personality and behavioral style:
• dominance (directness, forcefulness)
• influence (sociability, persuasiveness)
• steadiness (cooperativeness, dependability)
• conscientiousness (accuracy, competency)

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MYERS-BRIGGS TYPE INDICATOR
Identifies 16 personality types based on preferences for:
• introversion (I) or extraversion (E)
• sensing (S) or intuition (N)
• thinking (T) or feeling (F)
• judging (J) or perceiving (P)
Each personality type has implications for work habits and
interpersonal relationships

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ASSESSMENT CENTERS
Multiple raters assess employees in a number of exercises
Typically used to identify personality characteristics, administrative
skills, and interpersonal skills for managerial jobs
Common exercises
• leaderless group discussions
• interviews
• in-basket exercises
• role-plays

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360-DEGREE FEEDBACK
Feedback is obtained from subordinates, peers, customers, managers,
and employees themselves
Individuals complete questionnaires rating the employee on a number
of different dimensions

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BENEFITS OF 360
There are many benefits of 360
• Feedback is obtained from multiple perspectives
• Employees gain a better perspective of their strengths and areas
for improvement
• These systems help to formalize the feedback process

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CHALLENGES WITH 360
Yet there are challenges
• Time demands placed on raters
• Employees may retaliate against raters
• Facilitators may be required to interpret results
• Companies may fail to provide opportunities to act on feedback

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JOB EXPERIENCES
Most development occurs through job experiences
Development most likely occurs when employees are given “stretch”
assignments
Job experiences perceived as positive stressors will challenge
employees and stimulate learning

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ENLARGING THE CURRENT JOB
Job enlargement involves adding challenges and new responsibilities to
the current job
“Two-in-a-box”
• Enlarging jobs by giving two managers the same title and
responsibilities and allowing them to divide work as they see fit

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JOB ROTATION AND LATERAL MOVES
A series of assignments in different functional areas of the company or
within a single functional area
Job rotation helps employees gain an overall appreciation of the
company and develop a network
Lateral moves help retain employees who want new experiences
Do Millennials value lateral moves?

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EFFECTIVE JOB ROTATION
Linked to specific developmental needs
Provides experiences needed for managerial positions
Employees understand the skills to be developed
Timed to minimize workload costs
All employees are given equal opportunity

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TEMPORARY ASSIGNMENTS, VOLUNTEERING &
SABBATICALS
Temporary assignments involve exchanging employees so companies
can better understand each other
Community volunteer assignments may provide opportunities to learn
new skills
A sabbatical involves a leave of absence to renew or develop skills

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TRANSFERS, PROMOTIONS & DOWNWARD MOVES
A transfer involves reassigning an employee to a different area of the
company
A promotion involves advancement to a position of greater
responsibility and authority
A downward move involves a position with less responsibility

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BUY-IN FOR RELOCATION
Provide information about content, challenges, and benefits
Send the employee to preview the new location
Educate how the new job will affect income, taxes, and expenses
Assist with selling and securing housing
Assign a host to help with adjustment
Provide an orientation program

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MENTORING
Involves an experienced, senior employee helping to develop a less
experienced one
Helps socialize new employees, develop managers, and provide
opportunities without regard to race and gender
Most relationships develop informally, but some companies have
formal programs
Consider reverse mentoring

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PROTÉGÉ BENEFITS
Benefits for protégés include:
• career support
• psychosocial support
• skill development
• higher rates of promotion
• higher salaries
• greater organizational influence

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MENTORS BENEFIT TOO
Benefits for mentors include:
• developing interpersonal skills
• increased self-esteem
• increased sense of worth to the company
• access to new knowledge in their field

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FORMAL MENTORING PROGRAMS
Carefully select mentors
Make participation voluntary
Ensure the process does not hinder informal relationships
Match based on how the mentor’s skills can meet a protégé’s needs
Clarify roles and expectations
Specify a minimum amount of contact time
Encourage continued relationships

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COACHING
A peer or manager who works with an employee to develop skills,
motivate, and provide feedback
A coach can play three roles:
• developing high potential managers
• helping employees learn for themselves
• providing valuable resources

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RESISTANCE TO COACHING
Managers may be reluctant to discuss performance problems
Managers may be better able to identify performance issues than solve
them
Managers may believe employees perceive coaching as criticism
Managers may not have time to coach

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SUCCESSION PLANNING
Identifying, developing, and tracking employees who are capable of
moving into different positions
Key benefits
• prepares future leaders and builds “bench strength”
• minimizes disruptions when key employees leave
• helps plan development experiences
• attracts and retains employees

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THE NINE-BOX GRID
Jump to THE NINE-BOX GRID Long Description

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SHOULD RESULTS BE MADE PUBLIC?
Advantages
• employees may stay because they understand promotion prospects
• employees who are not interested may communicate their
intentions
Disadvantages
• employees not targeted may become discouraged and leave

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QUESTION:
WHY MIGHT SUCCESSION PLANNING BE PARTICULARLY
CHALLENGING IN FAMILY BUSINESSES?

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DYSFUNCTIONAL BEHAVIORS
Development may help alleviate dysfunctional behaviors
“Toxic” behaviors include insensitivity, aggression, arrogance, and poor
conflict-management skills
A combination of assessment, training, and counseling could be used

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FOUR STEPS OF ONBOARDING
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EFFECTIVE ONBOARDING
Focus on technical and social aspects of work and organizational
culture
There is active involvement and employees are encouraged to ask
questions
This is interaction between new hires and seasoned employees
Managers are involved
There is follow up at different points during the first year

43. Appendix of Image Long Descriptions

44. APPROACHES TO CAREER MANAGEMENT Long Description
This slide presents approaches to career management in four quadrants (beginning top left, clockwise):
structured approach
flexible approach
transitory approach
open approach
Jump back to APPROACHES TO CAREER MANAGEMENT

45. STEPS IN DEVELOPMENT PLANNING Long Description
This slide presents the steps in development planning with an arrow (from left to right):
Self Assessment—identifying opportunities and areas for improvement
Reality Check—identifying what needs are most realistic to develop
Goal Setting—establishing goals to focus development efforts
Action Planning—creating a plan to determine how goals will be achieved
Jump back to STEPS IN DEVELOPMENT PLANNING

46. APPROACHES TO DEVELOPMENT Long Description
This slide presents different approaches to development (from left to right, top to bottom):
Formal Education
Executive Education
Personality Tests
Assessment Center
Performance Appraisal
360-Degree Feedback
Enlarging the Current Job
Job Rotation
Lateral Moves
Transfers
Promotions
Downward Moves
Temporary Assignments
Volunteer Work
Sabbaticals
Mentoring
Coaching
Succession Planning
Jump back to APPROACHES TO DEVELOPMENT

47. FREQUENCY OF PRACTICES Long Description
This slide presents the percentages of companies using different development practices with a bar chart (from top to bottom):
Classroom Courses - 80%
Matching with “Stretch” Opportunities - 35%
High-visibility Assignments - 42%
Leadership Forums - 56%
Job Rotation - 30%
Mentoring - 68%
Coaching - 79%
Jump back to FREQUENCY OF PRACTICES

48. THE NINE-BOX GRID Long Description
Nine-Box Grid
This slide presents the nine-box grid with three rows and columns.
Top row from left to right: 7-technical/subject expert, 8-agile nonperformer, 9star
Middle row from left to right: 4-strong contributor, 5-core employee, 6-rising star
Bottom row from left to right: 1-poor employee, 2-inconsistent employee, 3-potential may be misplaced
Jump back to THE NINE-BOX GRID

49. FOUR STEPS OF ONBOARDING Long Description
This slide presents the four steps of onboarding with four steps (from left to right):
Compliance—understanding basic legal and policy-related rules and regulations
Clarification—understanding job and performance expectations
Culture—understanding company history, traditions, values, and norms
Connection—understanding and developing formal and informal relationships
Jump back to FOUR STEPS OF ONBOARDING