1. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 1 Employee development and career management Chapter 11

2. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-2 Employee development and career management  Objectives ÙDiscuss current trends in using formal education for development. ÙRelate how assessment of personality type, work behaviours and job performance can be used for employee development. ÙDevelop successful mentoring programs. ÙExplain how job experiences can be used for skill development.

3. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-3 Employee development and career management  Objectives (continued) ÙExplain how to help managers to coach employees. ÙDiscuss the steps in the development planning process. ÙDiscuss what companies are doing for management development issues, including succession planning, and helping dysfunctional managers.

4. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-4 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.

5. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-5 Table 11.1 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

6. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-6 Careers  Career ÙThe pattern of work-related experiences that span the course of a person’s life.  Protean career ÙA career that is frequently changing, due to changes in the person’s interests, abilities and values, as well as changes in the work environment.

7. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-7 Careers: key concepts  Psychological contract ÙThe expectations that employers and employees have of each other.  Psychological success ÙThe feeling of pride and accomplishment that comes from achieving life goals.

8. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-8 Approaches to employee development  Formal education  Assessment  Job experiences  Interpersonal relationships

9. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-9 Formal education programs  Employee development programs, including short courses offered by consultants or universities, executive MBA programs and university programs.

10. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-10 Assessment  Collecting information and providing feedback to employees about their behaviour, communication style, or skills.

11. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-11 Assessment  Myers-Briggs Type Indicator (MBTI) ÙA psychological test, used for team building and leadership development, that identifies employees’ preferences for energy, information gathering, decision making and life-style.

12. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-12 Assessment  Assessment centres ÙEmploy a process in which multiple raters evaluate employees’ performance on a number of exercises.

13. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-13 Assessment  Benchmarks © ÙAn instrument designed to measure the factors that are important to success.

14. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-14 Assessment  Performance appraisals Ù360  feedback systems Üa performance appraisal process for managers that includes evaluations from a wide range of people who interact with the manager. Üthe process includes self-evaluations, as well as evaluations from the manager’s boss, subordinates, peers and customers.

15. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-15 Job experiences  The relationships, problems, demands, tasks and other features that employees face in their jobs.

16. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-16 Job experiences  Job enlargement  Job rotation  Transfers  Promotions  Downward moves  Temporary assignments

17. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-17 Interpersonal relationships  Mentoring ÙMentor: an experienced, productive senior employee who helps develop a less-experienced employee.

18. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-18

19. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-19 Interpersonal relationships  Coaching ÙCoach: a peer or manager who works with an employee to motivate him/her and help him/her develop skills, and who provides reinforcement and feedback.

20. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-20 Career management systems  A system aimed at retaining and motivating employees through identifying and meeting their development needs (also called a development planning system).

21. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-21 Self- assessment Reality check Goal setting Action planning Employee responsibility Company responsibility Identify opportunities and what needs to improve Provide assessment information to identify strengths, weaknesses, interests and values Identify what needs are realistic to develop Communicate performance evaluation; where employee fits in long-range plans of the company Identify goal and method to determine goal progress Ensure goal is specific, challenging, and attainable; commit to help employee reach the goal Identify steps and timetable to reach goal Identify resources employee needs to reach goal, including courses, work experiences, relationships Figure 11.2 Steps and responsibilities in the career management process

22. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-22 Useful websites  www.mycareer.com.au  www.seek.com.au  www.careersonline.com.au  www.aacc.org.au

23. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-23 Succession planning  The identification and tracking of high- potential employees capable of filling higher-level managerial positions.

24. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-24 Development for managers with dysfunctional behaviours  Analysis and diagnosis  Coaching  Behaviour modelling  Support

25. Copyright  2003 McGraw-Hill Australia Pty Ltd. PPTs t/a Human Resource Management in Australia: Strategy-People-Performance by De Cieri & Kramar 11-25 Summary  Most companies use various development methods: formal education, assessment, job experiences and interpersonal relationships.  Employees should have a development plan to identify: ÙType of development needed ÙGoals of development ÙThe best approach for development ÙWhether development goals have been reached.