2. Assessing Performance and Developing Employees3
Assessing Performance and Developing Employees
Managing Employees’ Performance
Developing Employees for Future Success
Separating and Retaining Employees

3. Developing Employee’s for Future Success9 C H A P T E R
Developing Employee’s for Future Success
Training, Development, and Career Management
Approaches to Employee Development
Systems for Career Management
Development-Related Challenges

4. Ch. 9 Learning Objectives
Discuss how development is related to training and careers.
Identify the methods organizations use for employee development.
Describe how organizations use assessment of personality type, work behaviors, and job performance to plan employee development.
Explain how job experiences can be used for developing skills.
Summarize principles for setting up successful mentoring programs.
McGraw-Hill/Irwin
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

5. Ch. 9 Learning Objectives
Tell how managers and peers develop employees through coaching.
Identify the steps in the process of career management.
Discuss how organizations are meeting the challenges of the “glass ceiling,” succession planning, and dysfunctional managers.
McGraw-Hill/Irwin
© 2007 The McGraw-Hill Companies, Inc. All rights reserved.

6. Employee Development
The combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.
How is this different from training?

7. Training vs. Development
Table 9.1

8. Employee Development Significant Developments: True (A) or False (B)?
There are more horizontal “ladders” in middle management than upward moves.
Companies focus on employee’s career steps rather than their core competencies.
Careers are now more a series of projects, rather than upward steps in an organization
Career development primarily applies to managers.
The organization manages employee’s careers more so than the individual.
The average 32-year old has already worked for 7 different firms.

9. Development for Careers
Traditional Career
Protean Career

10. Test Your Knowledge
An employee starts out as a sales person, then becomes an account manager, gets promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
Protean
Traditional
Glass ceiling
Dead end

11. Employee Development
Figure 9.1

12. Formal Education Formal education programs may include
Workshops
Short courses by consultants or universities
University programs
Executive MBA programs
What are the pros and cons of off-site versus on-site approaches?

13. Assessment Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills.
Why would companies invest in assessment of employees?

14. Assessment Centers
An assessment process in which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group at an offsite location.
Typically used to assess managerial potential.

15. Assessment Centers: In Basket
You have just taken over for Susie, the sales manager who had to abruptly leave her job and cannot be reached. You have 2 hours to go through her s and memos, consider the actions you would take, and prioritize them.
You have a meeting with John, your problem employee, in one hour.
Good luck!

16. Assessment: 360-Degree Feedback
Table 9.3

17. Job Experiences
Figure 9.2

18. Interpersonal Relationships
Mentor
An experienced, productive senior employee who helps develop a less experienced employee (a protégé)
Coach
A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback

19. Steps in the Career Management Process
Figure 9.3

20. Test Your Knowledge
Phyllis is in the process of understanding what possibilities exist for her within the organization based on her strengths and developmental areas. Which phase of the career management process is she in?
Self Assessment
Reality Check
Goal Setting
Action Planning

21. Development-Related Challenges
Glass Ceiling
Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.
What causes the glass ceiling?

22. Development-Related Challenges
Succession Planning
The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant.

23. Succession Planning Process
Figure 9.6

24. Test Your Knowledge
Sarah participated in leaderless group discussions and in-basket exercises and was observed by a number of raters. Which assessment method was used for Sarah?
Interview
Performance appraisal
Assessment Center
Coaching

25. Development-Related Challenges
Dysfunctional Behavior by Managers
Inability to be a team player
Arrogance
Poor conflict management skills
Inability to meet business objectives
Inability to adapt to change
What can be done about dysfunctional managers?

26. Video – Patagonia
Do you believe there is any worthwhile training and development of employees going on at Patagonia? Is it really helpful to them and/or the company? Explain.
Why do you believe employees at Patagonia are “very satisfied”? Would you like to work for such a company?