This document proposes a company-wide employee development plan with the objectives of improving employee productivity and performance. It defines employee development as a joint effort between employees and the organization to upgrade skills and abilities. The proposed plan includes initiatives like 360-degree feedback, mentoring, coaching and career support. It is intended to foster employee retention, readiness for promotion, and job performance. The rationale is that employee development can help employees view their work as a calling and fully adopt company goals, leading to improved performance. The next steps involve discussing plan details aligned with company goals and agreements.

1. Proposal:
Company-Wide
Employee Development
Plan
Michelle Nieves Cintrón

2. OBJECTIVE
Propose a company-wide employee development plan to improve employee
productivity and performance by providing employees with the ability to
do what they value and grow beyond their initial vision of their careers
in benefit of the company (Laureate Education Inc., n.d.) .

3. WHAT IS EMPLOYEE DEVELOPMENT?
Is a joint, on-going effort on the part of an employee and the organization
to upgrade the employee's knowledge, skills, and abilities (Office of
Human Resources, 1999)
A long range goal to prepare employees and make them more fluent and
accurate in their role overtime (Laureate Education Inc., n.d.).
It refers to formal education, job experiences, relationships, and
assessments of personalities and abilities that help employees perform
effectively on the job and the future of the organization (Noe, 2010).
It focuses on leadership skills and the ability to see the business model in
the community and the industry (Laureate Education Inc., n.d.).

4. BENEFITS
Improve quality of the company
Meet the challenges of global
competition and social change
Incorporate technological advances
and changes in work design
Talent and leadership management
and retention
Develop successful work teams
Develop strong interpersonal skills
in employees

5. IMPORTANCE
It relates to employee retention.
It is grounded and linked to the
company’s mission, goals, and values.
It relates to the creation of a
talented workforce.
Noe (2010)

6. PROPOSED INITIATIVES

7. EXPECTED OUTCOME
Initiatives
360-degree feedback:
Formal education:
Collecting multiple Mentoring and
Actively involve
perspectives of managers’ coaching:
employees in learning.
performance, allow
Better educated workforce Career and
employees to compare
is likely to be more
productive. Increase
their own personal psychological
evaluation with the support and
employee
perspective of others, and
retention, increase
formalizing
guaranteeing skills
employees’ readiness for transfer from training
communications between
promotion, and improve
job performance.
employees and to the work setting.
customers.
Noe (2010)

8. RATIONALE
Pace (2010) exemplifies how employee development can foster employees
to view their work as a calling or career and completely adopt the
organization’s goals tend to produce more positively deviant
performance applying strategies such as positive climate, positive
relationships, positive communication, and positive meaning.

9. DEVELOPMENT PLANNING PROCESS
Accountability
Criteria
Actions
Goal
identification
Motivation
Opportunity
employee and company responsibility to achieve the employee development process
Noe (2010)

10. NEXT STEPS
Meeting to discuss the details of the plan
aligned with the company’s goals and agreements.

11. REFERENCES
Laureate Education Inc. (n.d.). Employee development. [video program].
Dr. Harold Stolovitch. Retrieved from
https://class.waldenu.edu/webapps/portal/frameset.jsp?tab_tab_group_i
d=_2_1&url=%2Fwebapps%2Fblackboard%2Fexecute%2Flauncher%3Ft
ype%3DCourse%26id%3D_2096970_1%26url%3D
Noe, R. A. (2010). Employee training and development (5th ed.). New
York, NY: McGraw Hill.
Office of Human Resources. (1999). Employee development. University of
Minnesota. Retrieved from
http://www1.umn.edu/ohr/toolkit/development/index.html
Pace, A. (2010). Unleashing positivity in the workplace. Training and
Development, 64(1), 40–44..