12-Session-Employee Development.ppt IMPT

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Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.

9
Chapter
Employee Development

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Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
ObjectivesObjectives
After reading this chapter, you should be able to:After reading this chapter, you should be able to:
1.Discuss current trends in using formal
education for development.
2.Relate how assessment of personality
type, work behaviors, and job
performance can be used for employee
development.
3.Describe the benefits that protégés and
mentors receive from a mentoring
relationship.

3. 9 - 3
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Objectives Objectives (continued)(continued)
4.Explain the characteristics of successful
mentoring programs.
5.Tell how job experiences can be used for
skill development.
6.Explain how to train managers to coach
employees.

4. 9 - 4
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Objectives Objectives (continued)(continued)
7.Explain the key features of an effective
development strategy and how e-learning
incorporates them.
8.Describe the steps in the development
planning process.
9.Discuss the employee’s and company’s
responsibilities in the development
planning process.

5. 9 - 5
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
DevelopmentDevelopment refers to
formal education, job
experiences,
relationships, and
assessments of
personalities and
abilities that help
employees prepare for
the future.

6. 9 - 6
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Comparison Between Training and DevelopmentComparison Between Training and Development
Training Development
Focus Current Future
Use of work
experiences
Low High
Goal Preparation for current jobPreparation for changes
ParticipationRequired Voluntary

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Why is employee development important?Why is employee development important?
Employee development is a necessary
component of a company’s efforts to:
Improve quality
Retain key employees
Meet the challenges of global competition and
social change
Incorporate technological advances and changes
in work design

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Approaches to Employee DevelopmentApproaches to Employee Development
Formal
Education
Assessment
Job
Experiences
Interpersonal
Relationships

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Formal EducationFormal Education

Formal educationFormal education programsprograms 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

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Examples of development programs at GEExamples of development programs at GE
Program Description Target Audience Courses
Executive
Development
Sequence
Emphasis on strategic
thinking, leadership,
cross-functional
integration, competing
globally, customer
satisfaction
Senior professionals and
executives identified as
high-potential
Management Development
Global Business
Executive Development
Core Leadership
Program
Development of
functional expertise,
business excellence,
management of change
Managers Corporate Entry Leadership
Professional Development
New Manager Development
Experienced Manager
Professional
Development
Program
Emphasis on preparation
for specific career path
New Employees Audit Staff
Financial Management
Human Resources
Technical Leadership

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Important trends in executive education: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.

12. 9 - 12
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AssessmentAssessment

AssessmentAssessment involves collecting information and
providing feedback to employees about their
behavior, communication style, or skills.
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. 9 - 13
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved.
Popular Assessment ToolsPopular Assessment Tools
Benchmarks
Myers-Briggs Type
Indicator (MBTI)
Assessment
Center
Performance
Appraisals & 360-
Degree Feedback

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Assessment Tools: Assessment Tools: Myers-Briggs (MBTI)Myers-Briggs (MBTI)
Most popular psychological test for employee
development.
Used for understanding such things as:
Communication
Motivation
Teamwork

Work styles

Leadership

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MBTI MBTI (continued)(continued)
Examples of how used:
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.

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Assessment Tools: Assessment Tools: Assessment CenterAssessment Center
The assessment centerassessment center is 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.

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Examples of Skills Measured by Assessment Examples of Skills Measured by Assessment
Center ExercisesCenter Exercises
SKILLS In-basketScheduling
Exercise
Leaderless
Group
Discussion
Personality
Test
Role Play
Leadership X X X X
Problem
solving
X X X X
Interpersonal X X X
Administrative X X X
Personal X X X
EXERCISES

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Assessment Tools: Assessment Tools: BenchmarksBenchmarks

BenchmarksBenchmarks© is 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,
and creating a productive work climate.

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Skills Related to Managerial SuccessSkills 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

20. 9 - 20
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Assessment Tools: Assessment Tools: Performance Appraisals Performance Appraisals
and 360-Degree Feedback Systemsand 360-Degree Feedback Systems

Performance appraisalPerformance appraisal is 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.

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Conditions under which performance Conditions under which performance
measurement is useful for development:measurement is useful for development:
The appraisal system must give employees specific
information about their performance problems and
ways they can improve their performance:
Providing a clear understanding of the differences
between current performance and expected
performance.
Identifying the causes of the performance
discrepancy.
Developing action plans to improve performance.

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Conditions under which performance Conditions under which performance
measurement is useful for development: measurement is useful for development: (continued)(continued)
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.

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360- Degree Feedback System360- Degree Feedback System
Rating
Form
Rating
Form
Rating
Form
Rating
Form
Self
Peers
Customers Subordinates
Manager

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Activities involved in development planning Activities involved in development planning
using the 360-degree feedback process:using the 360-degree feedback process:
1.Understand strengths and weaknesses.
Review ratings for strengths and weaknesses.
Identify skills or behaviors where self and others’
ratings agree and disagree.
2.Identify a development goal.
Choose a skill or behavior to develop.
Set a clear, specific goal with a specified outcome.

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Activities involved in development planning Activities involved in development planning
using the 360-degree feedback process: using the 360-degree feedback process: (continued)(continued)
3.Identify a process for recognizing goal
accomplishment.
4.Identify strategies for reaching the development
goal.
Establish strategies such as reading, job
experiences, courses, and relationships.
Establish strategies for receiving feedback on
progress.
Establish strategies for receiving reinforcement
for new skills or behavior.

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Factors necessary for a 360-degree feedback Factors necessary for a 360-degree feedback
system to be effective: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.

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Job ExperiencesJob Experiences

Job experiencesJob 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.

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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.

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Job Demands and Lessons Learned from ThemJob Demands and Lessons Learned from Them
Making transitions Unfamiliar responsibilities
Proving yourself
Creating change Developing new directions
Inherited problems
Reduction decisions
Problems with employees
Having high level of responsibilityHigh stakes
Managing business adversity
Job overload
Being involved in non-authority relationshipsInfluencing without authority
Facing obstacles Adverse business conditions
Lack of top management support
Lack of personal support
Difficult boss

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How Job Experiences are Used for Employee How Job Experiences are Used for Employee
DevelopmentDevelopment
Enlargement of
Current
Job
Experiences
Promotion
Job Rotation
(Lateral Move)
Transfer
(Lateral Move)
Downward
Move
Temporary
Assignment
with Another
Organization

Externship

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Characteristics of Effective Job Rotation SystemsCharacteristics of Effective Job Rotation Systems
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.

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Characteristics of Effective Job Rotation SystemsCharacteristics of Effective Job Rotation Systems
(continued)(continued)
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.
All employees have equal opportunities for job
rotation assignments.

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Interpersonal RelationshipsInterpersonal 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

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Characteristics of Successful Formal Mentoring Characteristics of Successful Formal Mentoring
Programs:Programs:
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, and evidence of positive coaching,
communication, and listening skills.

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Characteristics of Successful Formal Mentoring Characteristics of Successful Formal Mentoring
Programs: Programs: (continued)(continued)
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.

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The Development Planning ProcessThe Development Planning Process
The development planning processdevelopment 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
Establishing a timetable for development

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Development Planning Development Planning (continued)(continued)
An emerging trend in development is that
the employee must initiate the development
planning process.
The development approach used is
dependent on the needs and development
goal.

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Responsibilities in the Development Planning Responsibilities in the Development Planning
Process:Process:
Development
Planning Process
Employee Responsibility Company Responsibility
Opportunity How do I need to improve?Assessment information to identify strengths,
weaknesses, interests and values
Goal IdentificationHow do I want to develop?Company provides development planning
guide. Manager has developmental
discussion with employee
Criteria How will I know I am making
progress?
Manager provides feedback on criteria
Actions What will I do to reach my
development goal?
Company provides assessment, courses, job
experiences, and relationships
Time What is my timetable? Managers follows up on progress toward
developmental goal and helps employees set
a realistic timetable for goal achievement

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