Chapter 7
Professional
Development
Programs
Hospitality Human Resources
Management and Supervision
Learning Objectives
After completing this chapter, you should be able to:
• Explain the importance of professional development.
• Describe basic professional development strategies.
• Identify procedures for professional development
planning meetings.
• Provide information about professional development
programs for managers.
• Explain three commonly used professional development
methods.
Learning Objectives continued:
After completing this chapter, you should be able to:
• Identify other professional development methods.
• Describe basic procedures for developing succession
plans.
Chapter 7 Professional Development Programs
IMPORTANCE OF PROFESSIONAL DEVELOPMENT
Overview of Professional Development
Responsibilities for Professional Development
Chapter 7 Professional Development Programs
PROFESSIONAL DEVELOPMENT STRATEGIES
Chapter 7 Professional Development Programs
Establish Goals While Considering the Budget
Select Development Methods
Evaluate, Approve, and Implement Plan
Chapter 7 Professional Development Programs
Chapter 7 Professional Development Programs
Monitor Progress and Evaluate Plan
Celebrate and Maintain Success
Chapter 7 Professional Development Programs
PROFESSIONAL DEVELOPMENT PLANNING
MEETINGS
Meeting Preparation
Start the Meeting
Set Developmental Goals
Chapter 7 Professional Development Programs
THE MANAGER’S PROFESSIONAL DEVELOPMENT
PROGRAM
Chapter 7 Professional Development Programs
Chapter 7 Professional Development Programs
Continuous Improvement
Networking
Chapter 7 Professional Development Programs
PROFESSIONAL DEVELOPMENT METHODS
Cross-Training
Delegation
Mentoring
Chapter 7 Professional Development Programs
Chapter 7 Professional Development Programs
Other Professional Development Methods
Chapter 7 Professional Development Programs
Chapter 7 Professional Development Programs
DEVELOPING SUCCESSION PLANS
Chapter 7 Professional Development Programs - Summary
1. Explain the importance of professional development.
•
Professional development involves the experience, training, and
education provided to employees to help them do their jobs and
prepare them for other positions.
•
The same basic activities can be used for employees and managers.
•
Knowledge or skill gaps are apparent when staff need improved skills
to be more productive, are assigned a new task, or want to qualify
for different jobs.
•
The operation should provide professional development.
•
The immediate manager should help employees plan their program.
•
The employee is most responsible for achieving goals.
Chapter 7 Professional Development Programs - Summary
2. Describe basic professional development strategies.
• The first step in professional development is to establish goals, which
should focus on the operation’s needs first.
• The budget is an important concern, and specific, measurable goals
are required.
• The second step is to identify methods of acquiring the knowledge
and skills.
• Some opportunities are likely available in the operation.
• External alternatives may include colleges, professional associations,
and books, video, and computer-based training.
• Professional development plans consider goals, time frames,
activities, evaluation, and progress checks.
• The final steps are to evaluate, approve, and implement the plan.
• Progress should be monitored to determine if goals are being
achieved and whether corrective actions are necessary.
Chapter 7 Professional Development Programs - Summary
2. Describe basic professional development strategies continued…
• Successful completion should be celebrated and recorded in the
employee file.
• A summary should be made to help plan future activities.
Chapter 7 Professional Development Programs - Summary
3. Identify procedures for professional development planning
meetings.
• Professional development planning should be held separate from an
employee’s performance appraisal.
• The manager should establish the agenda, meeting location, and
time frame, and inform the employee.
• All information related to developmental needs should be gathered,
and an outline will be helpful to organize the information collected.
• The manager can begin by asking about needs, concerns, and
interests to determine starting points.
• Developmental goals, related to learning or improving specified
knowledge or skills, should be established.
• Managers should work closely with the employee to develop a
program that best meets the needs of the operation and the
employee.
Chapter 7 Professional Development Programs - Summary
4. Provide information about professional development programs for
managers.
• Advancement goals for managers may involve long-term planning
with numerous activities.
• Details about advancement plans should be written down, and
reasonable completion dates should be mutually agreed on.
• Alternatives include apprenticeship, coaching, informal learning, job
rotation, and on-the-job training.
• Other possibilities include external training, self-study, special projects,
and team assignments.
• Continuous improvement can be achieved through certification
programs and organization memberships.
• Managers should network to build relationships that help with career
advancement.
• Networking also keeps managers current with industry trends and can
provide contacts for resolving problems.
Chapter 7 Professional Development Programs - Summary
5. Explain three commonly used professional development methods.
• Cross-training allows staff members to learn a related job, often by
working closely with an employee in the job.
• Delegation is working through others to complete a project, and it
shares authority and entrusts employees to accomplish assigned
tasks.
• Mentoring is a process in which an experienced employee provides
advice to less experienced employees about the job, establishment,
and profession.
Chapter 7 Professional Development Programs - Summary
6. Identify other professional development methods.
• Other common development methods include apprenticeships,
coaching, informal learning, job rotation, and on-the-job training.
• Other possibilities include outside training and education, self-study,
special projects, and temporary assignments.
Chapter 7 Professional Development Programs - Summary
7. Describe basic procedures for developing succession plans.
• Succession planning can help organizations ensure that employees
will be recruited for and prepared to fill key positions when they
become vacant.
• First, job descriptions should be reviewed to determine which positions
to include.
• Then the plan should be developed with help from tools including the
organization chart, job descriptions, and job specifications.
• Training programs should be developed and employees selected.
• Current employees may be selected for some positions and external
contacts may be used to recruit others.
• Trainees should be evaluated and training activities revised as
necessary, and the succession plan should be evaluated periodically.
Chapter 7 Professional Development Programs
Key Terms:
Certification The process through which an organization grants
recognition to an individual who meets certain established criteria.
Cross-training Training in which an employee learns how to do work
normally done by someone in a different position.
Delegation A process of working with and through others to complete a
task or project; it shares authority and entrusts employees to accomplish
the tasks assigned to them.
Developmental goal A description of the knowledge and skills that need
to be gained or improved on to eliminate or reduce an employee’s
knowledge and skills gap.
Knowledge or skill gap A difference between the knowledge or skills a
manager or employee already has and those that are needed to do
the job.
Chapter 7 Professional Development Programs
Key Terms continued:
Mentoring A process in which an experienced employee
provides advice to less-experienced employees about concerns relating
to the job, establishment, and profession.
On-the-job training (OJT) A one-on-one approach to training
conducted at the work site.
Professional development Any experience, training, and education
provided to help employees do their current jobs better and prepare
them for other positions.
Succession planning A process used by many organizations to ensure
that employees will be recruited for and prepared to fill key positions
when they become vacant.
Chapter 7 Professional Development Programs
Chapter Images
Chapter 7 Professional Development Programs
Chapter Images continued