Chapter 9 Employee Development Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education. Learning Objectives 1. Explain how employee development contributes to strategies related to employee retention, developing intellectual capital, and business growth. 2. Discuss steps in the development planning process 3. Explain the employees’ and company’s 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 development 9-2 Learning Objectives, cont. 6. Explain how job experiences 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 appropriate development plans for them. 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 Participation Required Voluntary 9-4 Careers A protean career is based on self-direction with the goal of psychological success in one’s work. Psychological success - feeling of pride and accomplishment that comes from achieving life goals. Development planning system - retain and motivate employees by identifying and meeting development needs. (also called career management system) 9-5 Boundaryless “Boundaryless” - careers may involve identifying more with a job or profession than with the present employer. Career plans or goals are influenced by personal or family demands and values. Employees 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 stimulating and exciting work. 9-6 Steps and Responsibilities in the Career Management Process Figure 9.1 Selfassessment Reality Check Goal Setting Action Planning 9-7 Examples of Development Plan Areas Professional goals and motivation Talents or strengths Development opportunities Development objectives and action steps 9-8 Employee Development Approaches Formal Education Assessments Personality Tests and inventories such as Myers-Briggs, (MBTI), etc. Performance appraisals Upward feedback 360-Degree Feedback Systems Job Experiences Interpersonal Relationships 9-9 Assessment Centers An assessment center, usually off-site, uses multiple raters to evaluate employees’ performance on exercises. 4 Types of Assessment Exercises: 1. Leaderless group discussion 2. Interviews 3. In-baskets 4. Role plays 9-10 Skills for Managerial Success Do Whatever It Takes Lead Build & Mend Relationships Develop Team Balance Hire Talented Staff Put Others at Ease 9-11 360-Degree Feedback Activities Identify: Development Goal 9-12 Job Experiences for Career Development Vertical Assignments Lateral Moves 9-13 Job Demands and Lessons Learned Be involved in non-authority relationships 9-14 Job Experiences Job 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. 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. 9-15 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. 9-16 Successful Mentoring Programs Voluntary participation Flexible matching process Mentors chosen on ability & willingness Clearly understood purpose Program length specified Minimum level of contact specified Contact among participants encouraged Program evaluated Employee development rewarded 9-17 Benefits of Mentoring Relationships Career Support Coach, protect, sponsor 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 successful senior employees with less experienced protégés. 9-18 Coaching A coach is a peer or manager who works with an employee to: 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 9-19 Career Management Process Identify needs realistic to develop Identify steps & timetable to reach goals Identify opportunities to improve Identify goals & methods to determine progress 9-20 Development Plan Co mp ete nci es/ stre ngt hs Car eer Ne dev xt elo assi pm gn ent me goa nts ls Competencies & Strengths 9-21 9-22 Melting the Glass Ceiling 9-23 Succession Planning Succession planning is the identification and tracking of high potential employees capable of filling higher-level managerial positions. High-Potential Employees - Employees the company believes are capable of being successful in high-level management positions 9-24 9-Box Grid 9-25 Summary 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. 9-26