Diff Between t & d
-
Upload
sandeep-buttar -
Category
Documents
-
view
221 -
download
0
Transcript of Diff Between t & d
-
8/2/2019 Diff Between t & d
1/36
9 - 1
9Chapter
Employee Development
-
8/2/2019 Diff Between t & d
2/36
9 - 2
Developmentrefers toformal education, jobexperiences,
relationships, andassessments ofpersonalities andabilities that help
employees prepare forthe future.
-
8/2/2019 Diff Between t & d
3/36
Training DevelopmentFocus Current Future
Use of work
experiences
Low High
Goal Preparation for current job Preparation for changes
Participation Required Voluntary
9 - 3
-
8/2/2019 Diff Between t & d
4/36
Employee development is a necessarycomponent of a companys efforts to:
Improve quality Retain key employees
Meet the challenges of global competition
and social change Incorporate technological advances and
changes in work design
9 - 4
-
8/2/2019 Diff Between t & d
5/369 - 5
Formal
Education
Assessment
Job
Experiences
Interpersonal
Relationships
-
8/2/2019 Diff Between t & d
6/36
Formal educationprograms include:
off-site and on-site programs designed
specifically for the companys employees short courses offered by consultants or
universities
executive MBA programs
university programs in which participantsactually live at the university while taking classes
9 - 6
-
8/2/2019 Diff Between t & d
7/36
Program Description Target Audience CoursesExecutive
Development
Sequence
Emphasis on strategic
thinking, leadership,
cross-functional
integration, competing
globally, customer
satisfaction
Senior professionals and
executives identified as
high-potential
Management Development
Global Business
Executive Development
Core Leadership
Program
Development of
functional expertise,
business excellence,
management of change
Managers Corporate Entry Leadership
Professional Development
New Manager Development
Experienced Manager
Professional
Development
Program
Emphasis on preparation
for specific career path
New Employees Audit Staff
Financial Management
Human Resources
Technical Leadership
9 - 7
-
8/2/2019 Diff Between t & d
8/36
Increasing use of distance learning by manycompanies and universities.
Companies and the education provider create
short, custom courses, with content designedspecifically to needs of the audience.
Supplementing formal courses from consultants
or university faculty with other types of training
and development activities.
9 - 8
-
8/2/2019 Diff Between t & d
9/36
Assessmentinvolves collecting information andproviding feedback to employees about theirbehavior, 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 inhibitproductivity
9 - 9
-
8/2/2019 Diff Between t & d
10/369 - 10
Benchmarks
Myers-Briggs Type
Indicator (MBTI)
Assessment
Center
Performance
Appraisals & 360-
Degree Feedback
-
8/2/2019 Diff Between t & d
11/36
Most popular psychological test for employee
development.
Used for understanding such things as:
Communication
Motivation
Teamwork
Work styles
Leadership
9 - 11
-
8/2/2019 Diff Between t & d
12/36
Examples of how used:
Can be used by salespeople who want to becomemore effective at interpersonal communication by
learning things about their own personality stylesand the way they are perceived by others.
Can help develop teams by matching team memberswith assignments that allow them to capitalize on
their preferences. Can help employees understand how the different
preferences can lead to useful problem solving.
9 - 12
-
8/2/2019 Diff Between t & d
13/36
The assessment centeris 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.
9 - 13
-
8/2/2019 Diff Between t & d
14/36
SKILLS In-basket SchedulingExercise
Leaderless
Group
Discussion
Personality
Test
Role Play
Leadership X X X X
Problem
solving
X X X X
Interpersonal X X X
Administrative X X X
Personal X X X
9 - 14
EXERCISES
-
8/2/2019 Diff Between t & d
15/36
Benchmarks is an instrument designed tomeasure important factors in being asuccessful manager.
Items measured are based on research thatexamines the lessons executives learn atcritical events in their careers.
This includes items that measure managersskills in dealing with subordinates, acquiringresources, and creating a productive workclimate.
9 - 15
-
8/2/2019 Diff Between t & d
16/36
Resourcefulness Doing whatever it takes Being a quick study Building and mending
relationships Leading subordinates Compassion and
sensitivity Straightforwardness and
composure Setting a developmental
climate
Confronting problemsubordinates
Team orientation Balance between personal
life and work Decisiveness Self-awareness Hiring talented staff
Putting people at ease Acting with flexibility
9 - 16
-
8/2/2019 Diff Between t & d
17/36
Performance appraisalis the process ofmeasuring 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 jobsuccess (e.g., leadership)
Directly measuring the results of work performance.
9 - 17
-
8/2/2019 Diff Between t & d
18/36
The appraisal system must give employeesspecific information about their performance
problems and ways they can improve their
performance: Providing a clear understanding of the differences
between current performance and expectedperformance.
Identifying the causes of the performancediscrepancy.
Developing action plans to improve performance.9 - 18
-
8/2/2019 Diff Between t & d
19/36
Managers must be trained in providing
performance feedback.
Managers must frequently give employees
performance feedback.
Managers also need to monitor employeesprogress in carrying out the action plan.
9 - 19
-
8/2/2019 Diff Between t & d
20/36
9 - 20
Rating
Form
Rating
Form
Rating
Form
Rating
Form
Self
Peers
Customers Subordinates
Manager
-
8/2/2019 Diff Between t & d
21/36
1. Understand strengths and weaknesses. Review ratings for strengths and weaknesses.
Identify skills or behaviors where self and others
ratings agree and disagree.
2. Identify a development goal.
Choose a skill or behavior to develop. Set a clear, specific goal with a specified
outcome.
9 - 21
-
8/2/2019 Diff Between t & d
22/36
3. Identify a process for recognizing goalaccomplishment.
4. Identify strategies for reaching the developmentgoal.
Establish strategies such as reading, jobexperiences, courses, and relationships.
Establish strategies for receiving feedback onprogress.
Establish strategies for receiving reinforcementfor new skills or behavior.
9 - 22
-
8/2/2019 Diff Between t & d
23/36
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.
9 - 23
-
8/2/2019 Diff Between t & d
24/36
Job experiences refer to relationships,
problems, demands, tasks, or other features
that employees face in their jobs.
Most employee development occurs through
job experiences.
A major assumption is that development is
most likely to occur when there is a mismatchbetween the employees skills and past
experiences and the skills required for the job.
9 - 24
-
8/2/2019 Diff Between t & d
25/36
9 - 25
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.
9 26
-
8/2/2019 Diff Between t & d
26/36
Making transitions Unfamiliar responsibilities
Proving yourself
Creating change Developing new directions
Inherited problems
Reduction decisions
Problems with employees
Having high level of responsibility High stakes
Managing business adversity
Job overload
Being involved in non-authority relationships Influencing without authority
Facing obstacles Adverse business conditions
Lack of top management support
Lack of personal support
Difficult boss
9 - 26
-
8/2/2019 Diff Between t & d
27/36
9 - 27
Enlargement of
Current
Job
Experiences
Promotion
Job Rotation(Lateral Move)
Transfer(Lateral Move)
Downward
Move
TemporaryAssignmentwith AnotherOrganization
Externship
-
8/2/2019 Diff Between t & d
28/36
Job rotation is used to develop skills as well as
give employees experience needed for
managerial positions.
Employees understand specific skills that willbe developed by rotation.
Job rotation is used for all levels and types of
employees.
9 - 28
-
8/2/2019 Diff Between t & d
29/36
Job rotation is linked with the careermanagement process so employees know thedevelopment needs addressed by each jobassignment.
Benefits of rotation are maximized and costs areminimized through managing time of rotations toreduce workload costs and help employeesunderstand job rotations role in theirdevelopment plans.
All employees have equal opportunities for jobrotation assignments.
9 - 29
-
8/2/2019 Diff Between t & d
30/36
Employees can also develop skills and increase
their knowledge about the company and its
customers by interacting with a more
experienced organizational member. Two types of interpersonal relationships used
to develop employees:
Mentoring Coaching
9 - 30
-
8/2/2019 Diff Between t & d
31/36
Mentor and protg participation is voluntary. Relationship can be ended at any time without fear
of punishment.
Mentor-protg matching process does not limitthe 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, and evidence of positivecoaching, communication, and listening skills.
9 - 31
-
8/2/2019 Diff Between t & d
32/36
The purpose of the program is clearly understood. The length of the program is specified.
A minimum level of contact between the mentor
and protg is specified.
Protgs are encouraged to contact one another
to discuss problems and share successes.
The mentor program is evaluated.
Employee development is rewarded.
9 - 32
-
8/2/2019 Diff Between t & d
33/36
The development planning process involves:
Identifying development needs
Choosing a development goal
Identifying the actions that need to be taken bythe employee and the company to achieve thegoal
Determining how progress toward goalattainment will be measured
Establishing a timetable for development
9 - 33
-
8/2/2019 Diff Between t & d
34/36
An emerging trend in development is that the
employee must initiate the development
planning process.
The development approach used is dependent
on the needs and development goal.
9 - 34
9 - 35
-
8/2/2019 Diff Between t & d
35/36
Development
Planning Process
Employee Responsibility Company Responsibility
Opportunity How do I need to improve? Assessment information to identify strengths,
weaknesses, interests and values
Goal Identification How do I want to develop? Company provides development planning
guide. Manager has developmentaldiscussion with employee
Criteria How will I know I am making
progress?
Manager provides feedback on criteria
Actions What will I do to reach my
development goal?
Company provides assessment, courses, job
experiences, and relationships
Time What is my timetable? Managers follows up on progress toward
developmental goal and helps employees set
a realistic timetable for goal achievement
-
8/2/2019 Diff Between t & d
36/36
9 - 36
Individualization
Learner Control
Ongoing Support