Employee development
and career
management
Chapter 11
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
1
Employee development and
career management
 Objectives
Discuss current trends in using formal
education for development.
Relate how assessment of personality type,
work behaviours and job performance can
be used for employee development.
Develop successful mentoring programs.
Explain how job experiences can be used for
skill development.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-2
Employee development and
career management
 Objectives (continued)
Explain how to help managers to coach
employees.
Discuss the steps in the development
planning process.
Discuss what companies are doing for
management development issues, including
succession planning, and helping dysfunctional
managers.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-3
Employee development
 The acquisition of knowledge, skills and
behaviours that improve an employee’s
ability to meet changes in job requirements
and in client and customer demands.
 Development refers to formal education,
job experiences, relationships, and
assessment of personality and abilities that
help employees prepare for the future.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-4
Table 11.1 Comparison between
training and development
Training
Development
Focus
Current
Future
Use of work
experiences
Low
High
Goal
Preparation for
current job
Preparation for
changes
Participation
Required
Voluntary
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-5
Careers
 Career
The pattern of work-related experiences that
span the course of a person’s life.
 Protean career
A career that is frequently changing, due to
changes in the person’s interests, abilities
and values, as well as changes in the work
environment.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-6
Careers: key concepts
 Psychological contract
The expectations that employers and
employees have of each other.
 Psychological success
The feeling of pride and accomplishment
that comes from achieving life goals.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-7
Approaches to employee
development




Formal education
Assessment
Job experiences
Interpersonal relationships
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PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-8
Formal education programs
 Employee development programs,
including short courses offered by
consultants or universities, executive
MBA programs and university programs.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
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Assessment
 Collecting information and providing
feedback to employees about their
behaviour, communication style, or skills.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-10
Assessment
 Myers-Briggs Type Indicator (MBTI)
A psychological test, used for team building
and leadership development, that identifies
employees’ preferences for energy, information
gathering, decision making and life-style.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-11
Assessment
 Assessment centres
Employ a process in which multiple raters
evaluate employees’ performance on a
number of exercises.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-12
Assessment
 Benchmarks©
An instrument designed to measure the
factors that are important to success.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-13
Assessment
 Performance appraisals
360 feedback systems
a performance appraisal process for managers that
includes evaluations from a wide range of people
who interact with the manager.
the process includes self-evaluations, as well as
evaluations from the manager’s boss, subordinates,
peers and customers.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-14
Job experiences
 The relationships, problems, demands,
tasks and other features that employees
face in their jobs.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-15
Job experiences






Job enlargement
Job rotation
Transfers
Promotions
Downward moves
Temporary assignments
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-16
Interpersonal relationships
 Mentoring
Mentor: an experienced, productive senior
employee who helps develop a less-experienced
employee.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-17
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-18
Interpersonal relationships
 Coaching
Coach: a peer or manager who works with
an employee to motivate him/her and help
him/her develop skills, and who provides
reinforcement and feedback.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-19
Career management systems
 A system aimed at retaining and motivating
employees through identifying and meeting
their development needs (also called a
development planning system).
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-20
Figure 11.2 Steps and responsibilities
in the career management process
Selfassessment
Reality
check
Goal
setting
Action
planning
Employee
responsibility
Identify
opportunities
and what needs
to improve
Identify what
needs are
realistic to
develop
Identify goal and
method to
determine goal
progress
Identify steps
and timetable to
reach goal
Company
responsibility
Provide
assessment
information to
identify
strengths,
weaknesses,
interests and
values
Communicate
performance
evaluation;
where employee
fits in long-range
plans of the
company
Ensure goal is
specific,
challenging, and
attainable;
commit to help
employee reach
the goal
Identify
resources
employee needs
to reach goal,
including
courses, work
experiences,
relationships
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-21
Useful websites




www.mycareer.com.au
www.seek.com.au
www.careersonline.com.au
www.aacc.org.au
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-22
Succession planning
 The identification and tracking of highpotential employees capable of filling
higher-level managerial positions.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-23
Development for managers with
dysfunctional behaviours




Analysis and diagnosis
Coaching
Behaviour modelling
Support
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-24
Summary
 Most companies use various development
methods: formal education, assessment,
job experiences and interpersonal
relationships.
 Employees should have a development plan
to identify:
Type of development needed
Goals of development
The best approach for development
Whether development goals have been reached.
Copyright  2003 McGraw-Hill Australia Pty Ltd.
PPTs t/a Human Resource Management in Australia: Strategy-People-Performance
by De Cieri & Kramar
11-25