Presentation on theme: "CHAPTER 9 Developing Employees for Future Success"— Presentation transcript:
1CHAPTER 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. WrightCHAPTER 9Developing Employees for Future Success
3Approaches to Employee Development Formal EducationAssessmentThese may include:WorkshopsShort coursesLecturesSimulationsBusiness gamesExperiential programsMany 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.
5Table 9.2: Skills Related to Success as a Manager
6Approaches 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 assignmentsInterpersonal relationshipsTypes of transitionsThrough these experiences, managers learn how to handle common challenges, and prove themselves.
7Figure 9.2: How Job Experiences Are Used for Employee Development
8Figure 9.3: Steps and Responsibilities in the Career Management Process
9Career Management System (continued) Data Gathering: Self-AssessmentFeedbackThe use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs.MBTIStrong-Campbell Interest InventorySelf-Directed SearchInformation employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.
11Career Management System (continued) Goal SettingAction Planning & Follow-UpBased on the information from the self-assessment and reality check, the employee sets short- and long-term career objectives.Desired positionsLevel of skill to applyWork settingSkill acquisitionEmployees 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.
12Development-Related Challenges Glass CeilingCircumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.Succession PlanningThe process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.Dysfunctional ManagersA 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.
13Figure 9.6: Process for Developing a Succession Plan Figure 9.6 breaks the succession planning process into seven steps.
14Dysfunctional 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 othersinability to be a team playerarrogancepoor conflict management skillsinability to meet business objectivesinability to adapt to change
15SummaryEmployee 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.