Human Resource Management: Gaining a Competitive Advantage Chapter Employee Development McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc All rights reserved 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 responsibilities in 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 Training Development Focus Current Future Use of work experience Low High Goal Preparation for Preparation for current job changes Required Voluntary Participation 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 Types of assessment Exercises: Leaderless group discussion Interviews In-baskets 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 Lateral Moves Job Rotation (lateral move) Promotion Enlargement of current job experiences Downward move Vertical Assignments Transfer (lateral move) Temporary assignments, projects & volunteer work 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 works with an employee to:  motivate  develop skills  provide reinforcement and feedback  roles a coach can play: one-on-one help employee learn provide resources such as mentors, courses or job experiences 9-13 Career Management Process Identify opportunities to improve Selfassessment Identify needs realistic to develop Reality Check Action planning Goal Setting Identify steps& timetable to reach goals Identify goals & methods to determine progress 9-14 Glass Glass Ceiling Ceiling Succession Succession Planning Planning Special Special Issues Issues Dysfunctional Dysfunctional Managers Managers 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 [...]... 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 works with an employee... 9-14 Glass Glass Ceiling Ceiling Succession Succession Planning Planning Special Special Issues Issues Dysfunctional Dysfunctional Managers Managers 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... 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... 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 9-13 Career Management Process Identify opportunities to improve Selfassessment Identify needs realistic to develop Reality Check Action planning Goal Setting Identify steps& timetable to reach goals Identify goals... 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