MGTO 231
Human Resources
Management
Training & Development II
Dr. Kin Fai Ellick WONG
Prologue

You may imagine the importance of the
continuity of the top-management from the
death of Zhuge Liang (諸葛亮）…
before his death, the emperor 劉禪 sent an
ambassador 李福 to meet Liang
 In the meeting:… (from 三國演義，第一百零四回）
 Right
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福謝曰：福天子命，問丞相百年後，誰可任大事
者…
孔明曰：吾死之後，何任大事者，蔣公琰其宣也。
福曰：公琰之後，誰可繼之？
孔明曰：費文偉可繼之。
福又問：文偉之後，誰當繼者？
孔明不答。眾將近前視之，已薨矣。
 The
kingdom maintained its power right after Liang’s
death, but became much weaker after the death of 費
褘。

It is an illustration of a succession plan
 A process
through which senior-level
openings are planned for and eventually filled

Without such a plan, the organization may
not work once the leaders and the topmanagement leave…
Outline
Basic Concepts
Needs assessment
Assessment phase
Direction phase
Development phase
What is career development?
An on-going and formulized effort that
focuses on developing enriched and more
capable workers
 It is a long-term “investment” for the future
needs of organizations
 It involves meeting employees’ and
employers’ needs

Training vs. development

Development
 An
effort to provide employees with the
abilities the organization will need in the future

Training
 Much
more emphasis on skills for current
needs
Career development system
Linking organizational needs with
individual needs
 Organizational needs: the major strategic
issues over the next few years

 Critical
needs and challenges?
 Critical skills, knowledge, experience?
 Staffing level?
 Is the current strategy appropriate?

Individual career needs:
 Getting
career opportunities within an organization
Using my strengths
 Addressing my development needs (needs of
achievement and self-actualization)
 Matching my interests, values, and personal style

The key issue in career
development
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How can we develop a system through
which both the organizational needs and
individual needs can be achieved
 Are
employees developing themselves in a
way that links personal effectiveness and
satisfaction with the achievement of the
organization’s strategic objectives?
 The better the match, the more successful the
development system
Outline
Basic Concepts
Needs assessment
Assessment phase
Direction phase
Development phase
Very similar to the training process
 Three phases

 Assessment
phase
 Direction phase
 Development phase
The Career Development Process
Assessment
Phase
Direction
Phase
Development
Phase
Source: Managing Human Resources, 4th Edition, p.305
Outline
Basic Concepts
Needs assessment
Assessment phase
Direction phase
Development phase
Assessment phase

Goal:
 To
identify employees’ strengths and weaknesses
 It helps employees
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to choose a career that is realistically obtainable and a good
fit
to determine the weaknesses they need to overcome in order
to achieve their career goals
Assessment tools
 Self-assessment
vs. organizational assessment

Tools for self-assessment
 Career
workbooks
 Career planning workshops
 Three basic elements
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Skill assessment exercises

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Interest inventory

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To identify employee’s skills
To measure a person’s occupational interests
Values clarification

Give priority to a list of values, e.g., money, family, power, etc.
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Tools for organizational assessment
 Assessment
centers
Situational exercises
 Have been widely used for selection, but also
increasingly used for development assessment

 Psychological

Personality and attitudes
 Performance

testing
appraisal
Remember the future oriented nature of PA?
 Promotability

forecasts
Managers make decisions regarding the
advancement potential of subordinates
 Succession
planning
Focusing on preparing people to fill executive
positions
 It is necessary when the organization needs key
positions without interruption
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Outline
Basic Concepts
Needs assessment
Assessment phase
Direction phase
Development phase
The direction phase

Goals
 To
determine the type of career that employees want
 To determine the steps they must take to realize their
career goals
 Cannot be achieved well without a careful assessment
of what is needed
 Must be integrated with other HRM functions, e.g.,
staffing, performance appraisal, and training
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Two approaches
 Individual
career counseling vs. information services
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Individual career counseling
 One-on-one
sessions
 To help employee examine their career
aspirations
 Topics of discussion include:
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Job responsibilities, interests, and career objectives
 Could
be done by HR staff, managers, or other
professional counselors
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Information services
 To
provide development information to
employees
 No strict direction for employees
 Some common channels for giving
information about development:
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Job-posting systems, skills inventories, career
paths, and career resource centers
Outline
Basic Concepts
Needs assessment
Assessment phase
Direction phase
Development phase
The development phase
Taking actions to create and increase skills
to prepare for future job opportunities
 Common development programs
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 Mentoring
 Coaching
 Job
rotation
 Tuition assistance
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Mentoring
 A developmentally
oriented relationships
between senior and junior colleagues or peers
 Seniors give advices, act as role models,
share contacts, and give general support
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Coaching
 Ongoing
meetings between managers and
their employees to discuss the employee’s
career goals and development
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Effective coaching
 Create
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a coaching context
When employees demonstrate new skills or interests, seek
feedback, expresses an interest in a change in the
organization, have difficulty, and mention a desire of
development opportunities
 Actively
listen to the person
 Ask questions
 Give useful feedback
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Job rotation
 Assigning
employees to various jobs
 They can acquire a wider base of skills
 Increase their flexibility to choose a career
path
 Cross-functional training
 The debate between all-rounders 通才 vs.
specialists 專才
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Tuition assistance programs
 To
support employees’ education and
development
 For courses, seminars, continuing education
programs, degree programs
Debate

In a flat organization, a career
development approach that “broadens”
employees’ skills (i.e., to be an allrounder, 通才) is more appropriate
than that “deepens” their skills (i.e., to
be an expert in a narrow dimension,
專才) !
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Write down your arguments on the provided
sheet. Try your best to approach this topic
by focusing on what you have learnt from this
course as well as other management courses