1、Chapter 9Employee Development9-*Learning ObjectivesLearning Objectives1.Explain how employee development contributes to strategies related to employee retention,developing intellectual capital,and business growth.2.Discuss steps in the development planning process3.Explain the employees and companys
2、 responsibilities in planning development.4.Discuss current trends in using formal education for development.5.Relate how assessment of personality type,work behaviors,and job performance can be used for employee development9-*Learning Objectives,cont.Learning Objectives,cont.6.Explain how job exper
3、iences can be used for skill development.7.Develop successful mentoring programs.8.Describe how to train managers to coach employees.9.Discuss what companies are doing for melting the glass ceiling.10.Use the 9-box grid for identifying where employees fit in a succession plan and construct appropria
4、te development plans for them.9-*Training and Development Comparison Training and Development Comparison FocusFocusUse of work Use of work experienceexperienceGoalGoalParticipationParticipationTrainingTrainingCurrentCurrentLowLowPreparation forPreparation forcurrent jobcurrent jobRequiredRequiredDev
5、elopmentDevelopmentFutureFutureHighHighPreparation forPreparation forchangeschangesVoluntaryVoluntary9-*CareersCareersA protean career protean career is based on self-direction with the goal of psychological success in ones work.Psychological success Psychological success-feeling of pride and accomp
6、lishment that comes from achieving life goals.Development planning system Development planning system-retain and motivate employees by identifying and meeting development needs.(also called career management system)9-*Boundarylessu“Boundaryless“Boundaryless”-careers may involve identifying more with
7、 a job or profession than with the present employer.uCareer plans or goals are influenced by personal or family demands and values.uEmployees can change their careers throughout their life based on awareness of strengths and weaknesses,perceived need to balance work and life,and the need to find sti
8、mulating and exciting work.9-*Steps and Responsibilities in the Career Management Process Figure 9.1Self-Self-assessmentassessmentReality Reality CheckCheckGoal Goal SettingSettingAction Action PlanningPlanning9-*Examples of Development Plan AreasProfessional goals and motivationTalents or strengths
9、Development opportunitiesDevelopment objectives and action steps9-*Employee Development ApproachesEmployee Development ApproachesFormal EducationAssessmentsPersonality Tests and inventories such as Myers-Briggs,(MBTI),etc.Performance appraisalsUpward feedback360-Degree Feedback SystemsJob Experience
10、sInterpersonal Relationships 9-*Assessment CentersAssessment CentersAn assessment center,usually off-site,uses multiple raters to evaluate employees performance on exercises.4 Types of Assessment Exercises:1.Leaderless group discussion2.Interviews3.In-baskets4.Role plays9-*Skills for Managerial Succ
11、essSkills for Managerial SuccessDo Whatever It TakesLeadBuild&Mend RelationshipsDevelopTeamBalanceHire Talented StaffPut Others at Ease9-*360-Degree Feedback ActivitiesStrengtStrengths&hs&WeaknessesDevelopDevelopmentmentGoalProcess for for recognirecognizing zing goal goal accomplaccomplishmentishme
12、ntStrategies for reaching goalsIdentify:Identify:9-*Job Experiences for Career DevelopmentJob Experiences for Career DevelopmentLateral Lateral MovesMovesVertical Vertical AssignmentsAssignments9-*Job Demands and Lessons LearnedMake transitionsCreate changeHave high level of responsibilityFace obsta
13、clesBe involved in non-authority relationships9-*Job ExperiencesJob ExperiencesJob 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.Promot
14、ions-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-*Temporary AssignmentsExternship refers to a company allowing employees to take a full-time operational role
15、at another company.A sabbatical is a leave of absence from the company to renew or develop skills.9-*Successful Mentoring ProgramsSuccessful Mentoring ProgramsVoluntary participation Flexible matching process Mentors chosen on ability&willingnessClearly understood purposeProgram length specifiedMini
16、mum level of contact specifiedContact among participants encouragedProgram evaluatedEmployee development rewarded9-*Benefits of Mentoring RelationshipsCareer SupportCoach,protect,sponsor and provide challenging assignments,exposure and visibility.Psychological SupportServe as a friend and role model
17、,provide positive regard and acceptance and create an outlet for a protg to share anxieties and fears.Group Mentoring ProgramA program pairing successful senior employees with less experienced protgs.9-*CoachingA coach is a peer or manager who works with an employee to:motivatedevelop skillsprovide
18、reinforcement and feedback3 roles a coach can play:1.one-on-one2.help employee learn3.provide resources such as mentors,courses or job experiences 9-*Identify Identify opportunities opportunities to improveto improveIdentify Identify needsneedsrealistic realistic to developto developIdentify Identif
19、y goals&goals&methods to methods to determine determine progressprogressIdentify Identify steps&steps&timetable timetable to reach to reach goalsgoalsCareer Management ProcessCareer Management Process9-*Development PlanDevelopment PlanCompetencies/strengthsCareer development goalsNext assignmentsCom
20、petencies&StrengthsCareerDevelopment GoalsNext AssignmentsTraining&Development NeedsAreas forImprovement9-*9-*Melting the Glass Ceiling 9-*Succession Planningu Succession planning is the identification and tracking of high potential employees capable of filling higher-level managerial positions.u Hi
21、gh-Potential Employees-Employees the company believes are capable of being successful in high-level management positions9-*9-Box Grid 9-*SummarySummaryDevelopment 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 managers job responsibility is coaching.Employees should have a development plan.
