Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Chapter Twelve Employee development and career management
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-2 Employee development and career management Objectives 1 Discuss current trends in using formal education for development. 2 Explain how assessment of personality types, work behaviours and job performances can be used for employees’ development. 3 Develop successful mentoring programs. 4 Explain how job experiences can be used for skill development.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-3 Employee development and career management Objectives (continued) 5 Explain how to help managers coach employees. 6 Discuss the steps in the development planning process. 7 Discuss what companies are doing for management development issues, including succession planning, and helping dysfunctional managers.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-4 Employee development The acquisition of knowledge, skills and behaviours that improve an employee’s ability to meet changes in job requirements and in client and customer demands. Development refers to formal education, job experiences, relationships, and assessment of personality and abilities that help employees prepare for the future.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-5 Table 12.1 Comparison between training and development Focus Use of work experiences Goal Participation Current Low Preparation for current job Required Future High Preparation for changes Voluntary Training Development
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-6 Careers Career The pattern of work-related experiences that span the course of a person’s life. Protean career A career that is frequently changing, due to changes in the person’s interests, abilities and values, as well as changes in the work environment.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-7 Careers: key concepts Psychological contract The expectations that employers and employees have of each other. Psychological success The feeling of pride and accomplishment that comes from achieving life goals.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-8 Approaches to employee development Formal education Assessment Job experiences Interpersonal relationships
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri 12-9 Formal education programs Employee development programs, including short courses offered by consultants or universities, executive MBA programs and university programs.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Assessment Collecting information and providing feedback to employees about their behaviour, communication style, or skills.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Assessment Myers-Briggs Type Indicator® (MBTI)® A psychological test used for team building and leadership development that identifies employees’ preferences for energy, information gathering, decision making and lifestyle.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Assessment Assessment centres Employ a process in which multiple raters evaluate employees’ performance on a number of exercises.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Assessment Benchmarks © An instrument designed to measure the factors that are important for success.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Assessment Performance appraisals 360-degree feedback systems A performance appraisal process for managers which includes evaluations from a wide range of people who interact with the manager. The process includes self-evaluations, as well as evaluations from the manager’s boss, subordinates, peers and customers.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Job experiences The relationships, problems, demands, tasks and other features that employees face in their jobs.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Job experiences Job enlargement Job rotation Transfers Promotions Downward moves Temporary assignments
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Interpersonal relationships Mentoring Mentor: an experienced, productive senior employee who helps develop a less-experienced employee.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Table 12.9 Characteristics of successful formal mentoring programs
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Interpersonal relationships Coaching Coach: a peer or manager who works with an employee to motivate him/her, help in the development of skills and provide reinforcement and feedback.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Career management systems A system aimed at retaining and motivating employees through identifying and meeting their development needs (also called a development planning system).
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Figure 12.2 Steps and responsibilities in the career management process
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Useful websites
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Succession planning The identification and tracking of high-potential employees capable of filling higher-level managerial positions.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Development for managers with dysfunctional behaviours Analysis and diagnosis Coaching Behaviour modelling Support
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright. Slides prepared by Helen De Cieri Summary Most companies use various development methods: formal education, assessment, job experiences and interpersonal relationships. Employees should have a development plan to identify: type of development needed goals of development the best approach for development whether development goals have been reached.