L&D - Module 3 - PPT.pptx for students who

Human resource

1. LEARNING AND DEVELOPMENT Module- 3 Employee Development

2. Syllabus Employee development, Essential ingredients of Management Development, Approaches to Employee Development , Strategy and Development, Electronic MDPs

3. Employee Development Employee development is concerned with preparing employees so that they can move with the organization as it develops changes and grows. The approaches to employee development is meant to help employees perform effectively in their current or future job and company. Successful employee development requires a balance between an individual’s career needs and goals.

4. Development and Careers  For an organization to succeed, it needs to focus on the skills and knowledge's of valued people who can give the organization competitive and sustainable competitive advantages. Employee development is defined to improve skills, knowledge, and talents of people to make changes. Organizations committed to a culture of employee development provide unique opportunities, resources and support their employees. Today’s careers are known as protean careers . A protean career is based on self-direction, with the goal of psychological success in one’s work. Employees take major responsibility for managing their careers. The protean career has several implications for employee development. The goal of the new career is psychological success .

5. Development Planning Systems Companies’ development planning systems (also known as development planning processes) vary in the level of sophistication and the emphasis they place on different components of the process.

6. Management Development Programme Management Development is an activity designed to improve the performance of existing managers, provide supply of managers to meet the need of organizations in future. OBJECTIVES OF MDP: To improve the job performance of managers currently in post. Provide adequate cover in the event of unexpected short temp changes such as death, transfer, resignation or any other unanticipated development. To raise the general level of management thinking and understanding in all branches and at all levels is the organization. Provide supply of managerial talent which can cop up with environmental changes etc.

7. Essential Ingredients of Management Development Analysis of Organizational present and development needs. Appraisal of present management talent. Inventory of management manpower. Planning of individual development programme . Establishment of development programme . Evaluation of the programme .

8. Approaches to Employee Development, Strategy and Development Formal Assessment Center Education Benchmarks Performance Appraisal Assessment and 360-Degree Systems Myer-Briggs Test Job Experiences Interpersonal Relationships

9. Formal Education Off-site or on-site Lecture B usiness games and simulations A dventure learning M eeting with customers Custom programs Tuition reimbursement programs

10. Assessment Center Education Identify employees with managerial potential and measure current managers’ strengths and weaknesses. Used with work teams to identify the strengths and weaknesses of individual team members and the decision processes or communication styles that inhibit the team’s productivity. Personality Tests and Inventories Leaderless group discussion Interview Role-play

11. Benchmarks TQM and Change Productivity and Cost Savings Culture and Leadership Employee empowerment Encourage multiskilling Manage on competences

12. Performance Appraisal Assessment and 360-Degree Systems Must tell employees specifically about their performance problems and how they can improve their performance. Managers must be trained in frequent performance feedback. Upward feedback 360-degree feedback

13. Myer-Briggs Test The Myers-Briggs Type Inventory (MBTI) refers to an assessment that is based on Carl Jung’s personality type theory. This theory emphasizes that we have a fundamental personality type that shapes and influences how we understand the world, process information, and socialize.

14. Job Experiences Stretch assignments - May include enlarging the current job, job rotation, transfers, promotions, downward moves, and temporary assignments. Job enlargement Transfers, promotions, and downward moves Temporary assignments, projects, volunteer work, and sabbaticals Employee exchange Volunteer assignments

15. Interpersonal Relationships Mentoring - Usually start informally, but may be part of a formal mentoring program and d eveloping successful mentor programs. Benefits of mentoring relationships - Career support, Psychosocial support, Reverse mentoring Coaching - One-on-one or help employees learn for themselves and provide resources.

16. Electronic MDPs Rapid development of technology has also made an inroad in management development programmes through electronic media which are effective, efficient and of high quality with low cost. The future trends in MDPs include: video conferencing, sharing networked resources and Internet.