1 S. Chan Training & Development CHC BBA 229 Training and Development Lecture 7 & 8 Employee...
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1S. Chan Training & Development CHC
BBA 229 BBA 229 Training and DevelopmentTraining and Development
BBA 229 BBA 229 Training and DevelopmentTraining and Development
Lecture 7 & 8
Employee Development
S. Chan
Department of Business Administration
2S. Chan Training & Development CHC
DevelopmentDevelopment refers to formal education,
job experiences, relationships, and
assessments of personality and abilities
that help employees perform effectively in
their current or future job and company.
EmployeeEmployee Development DevelopmentEmployeeEmployee Development Development
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Comparison Between Comparison Between Training and DevelopmentTraining and Development
Comparison Between Comparison Between Training and DevelopmentTraining and Development
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Why is Employee Development Why is Employee Development Important? Important? (1 of 2)(1 of 2)
Why is Employee Development Why is Employee Development Important? Important? (1 of 2)(1 of 2)
Employee development is a necessary component of a company’s efforts to:– improve quality– retain key employees– talent management– meet the challenges of global competition and
social change– incorporate technological advances and
changes in work design
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Why is Employee Development Why is Employee Development Important? Important? (2 of 2)(2 of 2)
Why is Employee Development Why is Employee Development Important? Important? (2 of 2)(2 of 2)
Development activities can help companies reduce turnover:– by showing employees that the company is
investing in the employees’ skill development– by developing managers who can create a
positive work environment that makes employees want to come to work and contribute to the company goals
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Approaches to Employee DevelopmentApproaches to Employee DevelopmentApproaches to Employee DevelopmentApproaches to Employee Development
-Formal Education
-Assessment
-Job Experience
-Interpersonal Relationships
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Formal EducationFormal EducationFormal EducationFormal Education
Formal education programs include:– off-site and on-site programs designed
specifically for the company’s employees– short courses offered by consultants or
universities– executive MBA programs– university programs in which participants
actually live at the university while taking classes
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Trends in Trends in Executive EducationExecutive Education
Trends in Trends in Executive EducationExecutive Education
Universities offer MBA programs that allow employees to earn the MBA in less than two years
Universities offering executive education programs are beginning to measure their programs’ ROI
Companies also provide tuition reimbursement to encourage employees
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AssessmentAssessmentAssessmentAssessment
Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills
Used most frequently to– identify employees with managerial potential – measure current managers’ strengths and weaknesses– identify managers with potential to move into higher-level
executive positions– work with teams to identify members’ strengths and
weaknesses, and factors that inhibit productivity
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Myers-Briggs TypeIndicator®
(MBTI)Assessment Center
Benchmarks
PerformanceAppraisals and
360-Degree FeedbackSystems
Popular Assessment ToolsPopular Assessment ToolsPopular Assessment ToolsPopular Assessment Tools
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Assessment Tools: Assessment Tools: Myers-Briggs Myers-Briggs (MBTI)(MBTI)
Assessment Tools: Assessment Tools: Myers-Briggs Myers-Briggs (MBTI)(MBTI)
Most popular psychological test for employee development
Used for understanding such things as:–communication–motivation–teamwork–work styles–leadership
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Personality Types Used in the Myers-Personality Types Used in the Myers-Briggs Type Indicator AssessmentBriggs Type Indicator Assessment
Personality Types Used in the Myers-Personality Types Used in the Myers-Briggs Type Indicator AssessmentBriggs Type Indicator Assessment
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Personality Types Used in the Myers-Briggs Type Personality Types Used in the Myers-Briggs Type Indicator Assessment (concluded)Indicator Assessment (concluded)
Personality Types Used in the Myers-Briggs Type Personality Types Used in the Myers-Briggs Type Indicator Assessment (concluded)Indicator Assessment (concluded)
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Examples of MBTI UseExamples of MBTI UseExamples of MBTI UseExamples of MBTI Use
Can be used by salespeople who want to become more effective at interpersonal communication by learning things about their own personality styles and the way they are perceived by othersCan help develop teams by matching team members with assignments that allow them to capitalize on their preferencesCan help employees understand how the different preferences can lead to useful problem solving
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Assessment Tools: Assessment Tools: Assessment Center Assessment Center (1 of 2)(1 of 2)
Assessment Tools: Assessment Tools: Assessment Center Assessment Center (1 of 2)(1 of 2)
A process in which multiple raters or evaluators evaluate employees’ performance on a number of exercises–usually held at an off-site location–used to identify if employees have the abilities,
personality, and behaviors for management jobs
–used to identify if employees have the necessary skills to work in teams
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Assessment Tools: Assessment Tools: Assessment Center Assessment Center (2 of 2)(2 of 2)
Assessment Tools: Assessment Tools: Assessment Center Assessment Center (2 of 2)(2 of 2)
Types of exercises used include: – leaderless group discussions– interviews– in-baskets– role plays
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Examples of Skills Measured by Examples of Skills Measured by Assessment Center ExercisesAssessment Center Exercises
Examples of Skills Measured by Examples of Skills Measured by Assessment Center ExercisesAssessment Center Exercises
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Assessment Tools: Assessment Tools: BenchmarksBenchmarksAssessment Tools: Assessment Tools: BenchmarksBenchmarks
An instrument designed to measure important factors in being a successful managerItems measured are based on research that examines the lessons executives learn at critical events in their careersThis includes items that measure managers’ skills in dealing with: – subordinates– acquiring resources– creating a productive work climate
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Skills Related to Managerial Skills Related to Managerial SuccessSuccess
Skills Related to Managerial Skills Related to Managerial SuccessSuccess
ResourcefulnessDoing whatever it takesBeing a quick studyBuilding and mending relationshipsLeading subordinatesCompassion and sensitivityStraightforwardness and composureSetting a developmental climate
Confronting problem subordinates
Team orientation
Balance between personal life and work
Decisiveness
Self-awareness
Hiring talented staff
Putting people at ease
Acting with flexibility
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Assessment Tools:Assessment Tools:Performance AppraisalsPerformance Appraisals
Assessment Tools:Assessment Tools:Performance AppraisalsPerformance Appraisals
TThe process of measuring employees’ performance
Approaches for measuring performance:– ranking employees– rating work behaviors– rating the extent to which employees have desirable
traits believed to be necessary for job success (e.g., leadership)
– directly measuring the results of work performance (e.g., productivity)
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Conditions in which Performance Conditions in which Performance Measurement is useful for DevelopmentMeasurement is useful for Development
Conditions in which Performance Conditions in which Performance Measurement is useful for DevelopmentMeasurement is useful for Development
The appraisal system must give employees specific information about their performance problems and ways they can improve their performanceManagers must be trained in providing performance feedbackManagers must frequently give employees performance feedbackManagers also need to monitor employees’ progress in carrying out the action plan
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Assessment Tools: Assessment Tools: 360-Degree 360-Degree Feedback SystemFeedback System
Assessment Tools: Assessment Tools: 360-Degree 360-Degree Feedback SystemFeedback System
Rating Form
Rating Form
Rating Form
Rating Form
Self
Peers
Customers Subordinates
Manager
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Development Planning Activities from Development Planning Activities from 360-degree Feedback Process360-degree Feedback Process
Development Planning Activities from Development Planning Activities from 360-degree Feedback Process360-degree Feedback Process
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Factors necessary for a 360-degree Factors necessary for a 360-degree feedback system to be effective:feedback system to be effective:
Factors necessary for a 360-degree Factors necessary for a 360-degree feedback system to be effective:feedback system to be effective:
The system must provide consistent (reliable) ratings
Feedback must be job-related (valid)
The system must be easy to use, understandable, and relevant
The system must lead to managerial development
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360-Degree Feedback:360-Degree Feedback:Important Issues to ConsiderImportant Issues to Consider
360-Degree Feedback:360-Degree Feedback:Important Issues to ConsiderImportant Issues to Consider
Who will the raters be?How will you maintain the confidentiality of the raters?What behaviors and skills are job-related?How will you ensure full participation and complete responses from every employee who is asked to be a rater?What will the feedback report include?How will you ensure that managers receive and act on the feedback?
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Job ExperiencesJob ExperiencesJob ExperiencesJob Experiences
To be successful in their jobs, employees must stretch their skills.They must be forced to learn new skills, apply their skills and knowledge in a new way, and master new experiences. Relationships, problems, demands, tasks, or other features that employees face in their jobsMost employee development occurs through job experiencesA major assumption is that development is most likely to occur when there is a mismatch between the employee’s skills and past experiences and the skills required for the job
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Enlarging the Current JobEnlarging the Current JobEnlarging the Current JobEnlarging the Current Job
Job enlargement – adding challenges or new responsibilities to an employee’s current job
This could include:– special project assignments – switching roles within a work team– researching new ways to serve clients and
customers
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Characteristics of Effective Job Characteristics of Effective Job Rotation Systems (1 of 2)Rotation Systems (1 of 2)
Characteristics of Effective Job Characteristics of Effective Job Rotation Systems (1 of 2)Rotation Systems (1 of 2)
Job rotation is used to develop skills as well as give employees experience needed for managerial positionsEmployees understand specific skills that will be developed by rotationJob rotation is used for all levels and types of employeesAll employees have equal opportunities for job rotation assignments
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Characteristics of Effective Job Characteristics of Effective Job Rotation Systems (2 of 2)Rotation Systems (2 of 2)
Characteristics of Effective Job Characteristics of Effective Job Rotation Systems (2 of 2)Rotation Systems (2 of 2)
Job rotation is linked with the career management process so employees know the development needs addressed by each job assignmentBenefits of rotation can be maximized and work load costs minimized through managing time of rotations. This can help employees understand job rotation’s role in their development plans
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Transfers, Promotions, and Transfers, Promotions, and Downward MovesDownward Moves
Transfers, Promotions, and Transfers, Promotions, and Downward MovesDownward Moves
Transfer - in a transfer, an employee is given a different job assignment in a different area of the company
Promotions – advancements into positions with greater challenges, more responsibility, and more authority than in the previous job
Downward move – occurs when an employee is given a reduced level of responsibility and authority
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Interpersonal RelationshipsInterpersonal RelationshipsInterpersonal RelationshipsInterpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational memberTwo types of interpersonal relationships used to develop employees:– mentoring– coaching
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Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs (1 of 2)Mentoring Programs (1 of 2)
Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs (1 of 2)Mentoring Programs (1 of 2)
Mentor and protégé participation is voluntary– relationship can be ended at any time without fear of
punishment
Mentor-protégé matching process does not limit the ability of informal relationships to develop
Mentors are chosen on the basis of:– their past record in developing employees
–willingness to serve as a mentor
–evidence of positive coaching, communication, and listening skills
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Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs (2 of 2)Mentoring Programs (2 of 2)
Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs (2 of 2)Mentoring Programs (2 of 2)
The purpose of the program is clearly understood
The length of the program is specified
A minimum level of contact between the mentor and protégé is specified
Protégés are encouraged to contact one another to discuss problems and share successes
The mentor program is evaluated
Employee development is rewarded
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Benefits of Benefits of Mentoring Relationships (1 of 2)Mentoring Relationships (1 of 2)
Benefits of Benefits of Mentoring Relationships (1 of 2)Mentoring Relationships (1 of 2)
Mentors provide– career support– psychosocial support
Benefits for protégés:– skill development– higher rates of promotion– larger salaries– greater organizational influence
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Benefits of Benefits of Mentoring Relationships (2 of 2)Mentoring Relationships (2 of 2)
Benefits of Benefits of Mentoring Relationships (2 of 2)Mentoring Relationships (2 of 2)
Provide opportunities for mentors to: – develop their interpersonal skills – increase their feelings of self-esteem and worth
to the organization– gain knowledge about important new scientific
developments in their field
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Coaching Relationships Coaching Relationships (1 of 2)(1 of 2)Coaching Relationships Coaching Relationships (1 of 2)(1 of 2)
Coach – a peer or manager who works with employees to motivate them help them develop skills provide reinforcement and feedback
The best coaches are: – empathetic– supportive– practical– self-confident
They also do not appear to know all the answers
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Coaching Relationships Coaching Relationships (2 of 2)(2 of 2)Coaching Relationships Coaching Relationships (2 of 2)(2 of 2)
Three roles that a coach can play:– one-on-one with an employee, providing
feedback based on psychological tests, 360-degree assessment, or interviews with bosses, peers, and subordinates
– help employees learn for themselves by putting them in touch with experts who can help them with their concerns and by teaching them how to obtain feedback from others
– provide the employee with resources such as mentors, courses, or job experiences that the employee may not otherwise have access to