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CHAPTER 9 Developing Employees for Future Success

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1 CHAPTER 9 Developing Employees for Future Success
fundamentals of Human Resource Management 4th edition by R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright CHAPTER 9 Developing Employees for Future Success

2 Table 9.1: Training versus Development

3 Approaches to Employee Development
Formal Education Assessment These may include: Workshops Short courses Lectures Simulations Business games Experiential programs Many companies operate training and development centers. Collecting information and providing feedback to employees about heir behavior, communication style, or skills. Information for assessment may come from the employees, their peers, managers, and customers.

4 Assessment Tools Myers-Briggs Type Indicator (MBTI)®
Assessment Centers Benchmarks Assessment Performance Appraisal 360-Degree Feedback

5 Table 9.2: Skills Related to Success as a Manager

6 Approaches to Employee Development (continued)
Job experiences: the combination of relationships, problems, demands, tasks, and other features of an employee’s jobs. Most employee development occurs through job experiences. Key job experience events include: Job assignments Interpersonal relationships Types of transitions Through these experiences, managers learn how to handle common challenges, and prove themselves.

7 Figure 9.2: How Job Experiences Are Used for Employee Development

8 Figure 9.3: Steps and Responsibilities in the Career Management Process

9 Career Management System (continued)
Data Gathering: Self-Assessment Feedback The use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs. MBTI Strong-Campbell Interest Inventory Self-Directed Search Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.

10 Figure 9.4: Sample Self-Assessment Exercise

11 Career Management System (continued)
Goal Setting Action Planning & Follow-Up Based on the information from the self-assessment and reality check, the employee sets short- and long-term career objectives. Desired positions Level of skill to apply Work setting Skill acquisition Employees prepare an action plan for how they will achieve their short- and long-term career goals. Any one or a combination of development methods may be used. Approach used depends on the particular development need and career objectives.

12 Development-Related Challenges
Glass Ceiling Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations. Succession Planning The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant. Dysfunctional Managers A manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even “toxic” – stifles ideas and drives away good employees.

13 Figure 9.6: Process for Developing a Succession Plan
Figure 9.6 breaks the succession planning process into seven steps.

14 Dysfunctional Managers
A manager who is otherwise competent may engage in some behaviors that make him or her ineffective – someone who stifles ideas and drives away employees. These dysfunctional behaviors include: insensitivity to others inability to be a team player arrogance poor conflict management skills inability to meet business objectives inability to adapt to change

15 Summary Employee development is the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. Training is more focused on improving performance in the current job, but training programs may support employee development.

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