Human Resource Management:Gaining a Competitive Advantage

Chapter 9

Employee Development

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

Learning Objectives

Explain how employee development contributes to employee retention, developing intellectual capital and business growth strategies.

Discuss current trends in using formal education for development.

Relate how assessment of personality type, work behaviors and job performance can be used for employee development.

Explain how job experience can be used for skill development.

9-2

Learning Objectives

Develop successful mentoring programs.

Describe how to train managers to coach employees.

Discuss the development planning process steps.

Explain employees’ and company’s responsibilitiesin planning development.

Discuss what companies are doing for management development issues including succession planning, the glass ceiling and dysfunctional managers.

9-3

Training and Development Comparison

Focus

Use of work experience

Goal

Participation

Training

Current

Low

Preparation for

current job

Required

Development

Future

High

Preparation for

changes

Voluntary

9-4

Development and Careers

Development - formal education, job experiences, relationships

and assessment of personality and abilities that help employees prepare for the future.

A protean career is based on self-direction with

the goal of psychological success in one’s work. A psychological contract- expectations that employers and

employees have about each other. Psychological success - feeling of pride and accomplishment that

comes from achieving life goals. Career Management System- retain and motivate employees by

identifying and meeting development needs (also called development planning systems).

9-5

Assessment Centers

At an assessment center,usually off-site, multiple raters

or evaluators evaluate employees’ performance on numerous exercises.

4 Types of assessment Exercises:

1. Leaderless group discussion

2. Interviews

3. In-baskets

4. Role plays

9-6

Employee Development Approaches

Formal Education Assessments

Myers-Briggs test Assessment center Benchmarks Performance appraisals Upward feedback 360-Degree Feedback Systems

Job Experiences Interpersonal Relationships

9-7

Job Experiences Used for Career Development

Enlargement of current job experiences

Promotion

Downwardmove

JobRotation

(lateral move)

Transfer(lateral move)

Temporaryassignments,

projects &volunteer work

Lateral Moves

Vertical Assignments

9-8

Job Experiences

Job enlargement - adding challenges or new responsibilities.

Job rotation - moving a single individual from one job to another.

A 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.

9-9

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.

9-10

Successful Mentoring Programs

Participation is voluntary Matching process is flexible Mentors are chosen on ability and willingness Purpose is clearly understood Program length is specified Minimum level of contact is specified Contact among participants is encouraged Program is evaluated Employee development is rewarded

9-11

Benefits of Mentoring Relationships

Career Support Coach, protect, sponsors 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 a successful senior employees

with a less experienced protégés.

9-12

Coaching

A coach is a peer or manager who workswith an employee to: motivate develop skills provide reinforcement and feedback

3 roles a coach can play:1.one-on-one2.help employee learn3.provide resources such as mentors,

courses or job experiences

9-13

Career Management Process

Self-assessment

RealityCheck

GoalSetting

Actionplanning

Identify opportunities

to improve

Identify needs

realistic to develop

Identify goals & methods to

determine progress

Identify steps&

timetable to reach goals

9-14

Dysfunctional Managers

Dysfunctional Managers

Glass Ceiling

Glass Ceiling

Succession Planning

Succession Planning

Special Issues

Special Issues

9-15

Summary

Various development methods include formal education, assessment, job experiences and interpersonal relationships.

Both employee and company have responsibilities.

A mentor can help employees better understand the company and gain exposure to key persons.

A manager’s job responsibility is coaching.

Employees should have a development plan.

9-16