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Chapter 09 Employee Development Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Human Resource Management: Gaining.

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Presentation on theme: "Chapter 09 Employee Development Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Human Resource Management: Gaining."— Presentation transcript:

1 Chapter 09 Employee Development Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Human Resource Management: Gaining a Competitive Advantage

2 Learning Objectives Explain how employee development contributes to employee retention, developing intellectual capital and business growth strategies. Discuss current trends in using formal education for development. Relate how assessment of personality type, work behaviors and job performance can be used for employee development. Explain how job experience can be used for skill development. 9-2

3 Learning Objectives, cont. Develop successful mentoring programs. Describe how to train managers to coach employees. Discuss development planning process steps. Explain employees and companys responsibilities in planning development. Discuss what companies are doing for management development issues including succession planning, glass ceiling and dysfunctional managers. 9-3

4 Training and Development Comparison Focus Use of work experience Goal Participation Training Current Low Preparation for current job Required Development Future High Preparation for changes Voluntary 9-4 Development is defined as formal education, job experiences, relationships, and assessment of personality and abilities that helps employees prepare for the future

5 Careers A protean career is based on self-direction with the goal of psychological success in ones work. Psychological success - feeling of pride and accomplishment that comes from achieving life goals. Development Planning System- retain and motivate employees by identifying and meeting development needs. (also called career management system) 9-5

6 Steps and Responsibilities in the Career Management Process McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved

7 Sample Development Plan McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved

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9 Employee Development Approaches Formal Education – ex. Executive MBAex. Executive MBA Assessments – collect information and provide feedback about behavior, communication style, skills Personality Tests and inventories such as Myers-Briggs (MBTI), etc.MBTI Performance appraisals Upward feedback 360-Degree Feedback Systems Job Experiences Interpersonal Relationships 9-9

10 Assessment Centers An assessment center, usually off-site, uses multiple raters to evaluate employees performance on exercises. 4 Types of Assessment Exercises: 1. Leaderless group discussion 2. Interviews 3. In-baskets 4. Role plays 9-10

11 McGraw-Hill/Irwin ©2012 The McGraw-Hill Companies, All Rights Reserved

12 Skills for Managerial Success 9-12

13 360-Degree Feedback Activities Strengths & Weaknesses Development Goal Process for recognizing goal accomplishment Strategies for reaching goals Identify: 9-13

14 Job Demands and Lessons Learned Make transitions Create change Have high level of responsibility Face obstacles Be involved in non-authority relationships 9-14

15 Job Experiences for Career Development Enlargement of current job experiences Promotion Downward move Lateral Moves Vertical Assignments 9-15

16 Job Experiences Job enlargement -adding challenges or new responsibilities. Job rotation-moving a single individual from one job to another. Transfer-moving an employee to a different job assignment in a different area of the company. Promotions-advancement into positions with greater challenge and more authority than previous job. A downward move occurs when an employee is given a reduced level of responsibility and authority. 9-16

17 Temporary Assignments Externship refers to a company allowing employees to take a full-time operational role at another company. A sabbatical is a leave of absence from the company to renew or develop skills. 9-17

18 Successful Mentoring Programs 9-18

19 Benefits of Mentoring Relationships Career Support Coach, protect, sponsor and provide challenging assignments, exposure and visibility. Psychological Support Serve as a friend and role model, provide positive regard and acceptance and create an outlet for a protégé to share anxieties and fears. Group Mentoring Program A program pairing successful senior employees with less experienced protégés. 9-19

20 Coaching A coach is a peer or manager who works with an employee to: motivate develop skills provide reinforcement and feedback 3 roles a coach can play: 1. one-on-one 2. help employee learn 3. provide resources such as mentors, courses or job experiences 9-20

21 Reality Check Goal Setting Identify opportunities to improve Identify needs realistic to develop Identify goals & methods to determine progress Identify steps & timetable to reach goals Career Management Process 9-21

22 Development Plan C o m pe te nc ie s/ str en gt hs C ar ee r de ve lo p m en t go al s N ex t as si gn m en ts Competencies & Strengths Career Development Goals Next Assignments Training & Development Needs Areas for Improvement 9-22

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24 Summary Development methods include formal education, assessment, job experiences and interpersonal relationships. Both employee and company have responsibilities. A mentor can help employees better understand the company and gain exposure to key persons. A managers job responsibility is coaching. Employees should have a development plan. 9-24


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