1. Chapter 09 Employee Development Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Human Resource Management: Gaining a Competitive Advantage

2. Assessment Centers An assessment center, usually off-site, uses multiple raters to evaluate employees’ performance on exercises. 4 Types of Assessment Exercises: 1. Leaderless group discussion 2. Interviews 3. In-baskets 4. Role plays 9-2

3. Skills for Managerial Success 9-3

4. 360-Degree Feedback Activities Strengths & Weaknesses Development Goal Process for recognizing goal accomplishment Strategies for reaching goals Identify: 9-4

5. Job Experiences for Career Development Enlargement of current job experiences Promotion Downward move Lateral Moves Vertical Assignments 9-5

6. Job Experiences Job enlargement -adding challenges or new responsibilities. Job rotation-moving a single individual from one job to another. Transfer-moving an employee to a different job assignment in a different area of the company. Promotions-advancement into positions with greater challenge and more authority than previous job. A downward move occurs when an employee is given a reduced level of responsibility and authority. 9-6

7. Temporary Assignments  Externship refers to a company allowing employees to take a full-time operational role at another company.  A sabbatical is a leave of absence from the company to renew or develop skills. 9-7

8. Successful Mentoring Programs  Voluntary participation  Flexible matching process  Mentors chosen on ability & willingness  Clearly understood purpose  Program length specified  Minimum level of contact specified  Contact among participants encouraged  Program evaluated  Employee development rewarded 9-8

9. Benefits of Mentoring Relationships  Career Support  Coach, protect, sponsor and provide challenging assignments, exposure and visibility.  Psychological Support  Serve as a friend and role model, provide positive regard and acceptance and create an outlet for a protégé to share anxieties and fears.  Group Mentoring Program  A program pairing successful senior employees with less experienced protégés. 9-9

10. Coaching  A coach is a peer or manager who works with an employee to:  motivate  develop skills  provide reinforcement and feedback  3 roles a coach can play: 1. one-on-one 2. help employee learn 3. provide resources such as mentors, courses or job experiences 9-10

11. Reality Check Goal Setting Identify opportunities to improve Identify needs realistic to develop Identify goals & methods to determine progress Identify steps & timetable to reach goals Career Management Process 9-11

12. Development Plan C o m pe te nc ie s/ str en gt hs C ar ee r de ve lo p m en t go al s N ex t as si gn m en ts Competencies & Strengths Career Development Goals Next Assignments Training & Development Needs Areas for Improvement 9-12

13. 9-13