Chapter 9

Employee Development

Chapter 9

Introduction

What is Employee Development:

Activities and experiences that help employeesgrow and prepare for the future. It involves voluntary learning that is not tied directly to theemployee’s current job.

Training is related to current job performance and is often required of the employee.

Chapter 9

Approaches to Employee Development

Formal Education Programs:

On-site or Off-site programs tailored specificallyfor a company’s execs, short courses offered by consultants/academic insts., exec MBA programs,and on-campus university programs.

Chapter 9

Approaches to Employee Development

Assessment:

Involves the collection of information, followed bythe provision of feedback to employees about themselves, including info about their behavior,learning, or communication styles, aptitudes, or skills.

Chapter 9

Approaches to Employee Development

Assessment:

Myers-Briggs Type Indicator - a popular psychological test that measures subject’s preferences for:

energy (introversion v. extroversion)information gathering (sensing v. intuition)decision making (thinking v. feeling)life-style (judging v. perceiving)

Chapter 9

Approaches to Employee Development

Assessment:

Performance Appraisal - the process of measuring an employee’s performance.

The appraisal system must give an employee specific information about performance and ways to improve deficiencies.

Chapter 9

Approaches to Employee Development

Job Experiences:

The problems, demands, responsibilities, tasks,relationships, and other features employees dealwith in their jobs.

This is the source of most employee development.

Chapter 9

Approaches to Employee Development

Job Experiences:

Two methods -Job enlargement involves adding responsibilities and challenges to an employee’s job to help the employee learn and grow. (Removes “limitations”)Job rotation involves moving an employee throughvarious jobs either in a work team or a functional area. (Removes “blinders”)

Chapter 9

Approaches to Employee Development

Interpersonal Relationships:

Using the relationships between employees as a vehicle for developing employee’s skills and increasing their knowledge about the companyand its customers.

•Mentoring•Coaching

Chapter 9

Approaches to Employee Development

Interpersonal Relationships:

Mentoring - When an experienced, productive senior employee (mentor) helps develop a less experienced employee (protégé’).

Most mentoring relationships are informal, but it can also be formalized.

Chapter 9

Approaches to Employee Development

Interpersonal Relationships:

Coaching - When a peer or manager works directly with anemployee to:

develop skillsgenerate motivationprovide reinforcement and feedback

Chapter 9

The Development Planning Process

The Process:

•Identify employee’s development needs•Choose goals•Identify necessary actions to achieve goals•Determine how to know goals were(n’t) met•Set timetable to meet goals

Chapter 9

The Development Planning Process

Steps and Responsibilities:

1. Opportunity - -•Employee determines improvement needed. •Company provides assessment info to help

employee identify strengths, needs, and interests.

Chapter 9

The Development Planning Process

Steps and Responsibilities:

2. Goal Identification - -•Employee determines what to develop.•Company provides development planning

guidance.

Chapter 9

The Development Planning Process

Steps and Responsibilities:

3. Criteria - -•Employee determines how progress will be

measured.•Company provides feedback.

Chapter 9

The Development Planning Process

Steps and Responsibilities:

4. Actions - -•Employee determines how to reach goals.•Company provides courses, assessment

opportunities, job experiences, and access to developmental relationships.

Chapter 9

The Development Planning Process

Steps and Responsibilities:

5. Time - -•Employee determines the timetable.•Company has a manager assist the employee

in setting timetable and follow progress.