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.