Employee Development
combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.
Preparing for change in jobs, responsibilities, requirememts
Protean Career
a career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment.
to remain marketable, employees must continuously develop new skills.
Four Approaches to Employee Development
Interpersonal Relationships
Formal Education
Job Experiences
Assessment
Formal Education
Workshops, Short courses, Lectures, Simulations, Business games, Experiential programs
Many companies operate training and development centers.
Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills.
Information for assessment may come from the employees, their peers, managers, and customers.
Assessment Tools
360 Degree Feedback
Assessment Centers
Leaderless Group Discussion
Performance Appraisal
MBIT
Assessment Centers
An assessment process in which multiple raters or evaluators (assessors) evaluate employees' performance on a number of exercises, usually as they work in a group at an offsite location.
Benchmarks
A measurement tool that gathers ratings of a manager's use of skills associated with success in managing.
Performance Appraisal
can be useful for employee development under certain conditions:
1. Appraisal system must tell employees specifically about their performance problems and ways to improve their performance.
2. Employees must gain a clear understanding of differences betwe
360 Degree Feedback
can be used for development purposes:
1. Raters identify an area of behavior as a strength of the employee or an area requiring further development.
2. Results presented to employee show how rating on each item and how self-evaluations differ from other r
Job Experiences
combination of tasks, relationships, problems, demands and other features of an employee's jobs.
Most employee development occurs through job experiences
Key Job Experience Events
Job assignments
Interpersonal relationships
Types of transitions
Managers learn how to handle common challenges, and prove themselves
Interpersonal Relationships
employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member:
-Mentoring
-Coaching
Steps and Responsibilities in the Career Management Process
Data Gathering
Feedback
Goal Setting
Action Planning and Follow-up
Data Gathering; Self Assessment
Use of information by employees to determine career interests, values, aptitudes, behavioral tendencies, and development needs.
-MBTI
-Strong-Campbell Interest Inventory
-Self-Directed Search
Feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization's plans.
Goal Setting
Based on information from self-assessment and reality check, employee sets short- and long-term career objectives.
Depends on:
-Desired positions
-Level of skill to apply
-Work setting
-Skill acquisition
Action Planning and & Follow Up
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, depending on development need and career objectives.
Development-Related Challenges
Glass Ceiling
Succession Planning
Dysfunctional Managers
Glass Ceiling
Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.
Succession Planning
Process of identifying and tracking high-potential employees who will be able to fill top management positions.
Dysfunctional Managers
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.
Process for Developing a Succession Plan
1. Identify Positions to Plan For
2. Identify Employee to Include
3. Define Job Requirements
4. Measure Employee Potential
5. Review and Plan to meet development needs
6. Link succession planning with other HR systems
7. Provide Feedback to Employees
8. M
Six Dysfunctional Behaviors
1. insensitivity to others
2. inability to be a team player
3. arrogance
4. poor conflict management skills
5. inability to meet business objectives
6. inability to adapt to change
How to change dysfunctional behaviors
Assessment
Training
Counseling