Beruflich Dokumente
Kultur Dokumente
01 Introduction
04 Summary
Chapter 9: Employee Development Introduction
Employee Development
Activities and experiences, such as formal education, job experiences, relationships, and assessments that help
employees to grow and prepare for the future.
meet the challenges of global competition and social change Developing managers who can create a positive work
incorporate technological advances and changes in work design environment to motivate employees to come to work
and contribute to the company goals.
Training vs Development
Concept Related to current job performance and is Voluntary learning that is not tied directly to the
often required of the employee. employees current job.
Focus Current Future
Use of work experiences Low High
02 ASSESSMENT
Collecting information and providing feedback to employees about their behavior, communication style, values, or skills.
Purpose
The MBTI is used to understand communication, However, research on the reliability and validity of the
team dynamics, work styles, and leadership styles.. MBTI is inconclusive
Chapter 9: Employee
Development Approaches to Employee Development
Assessment Centers
refers to a process involving multiple raters or assessors on multiple exercises or activities.
Leaderless group discussion: Team of SKILLS In- Scheduling Leaderless Personality Role
employees must solve an assigned basket Exercise Group Test Play
problem in a given amount of time. Discussion
Leadership X X X X
In-basket: Simulation of managers
administrative tasks which must be Problem X X X X
addressed. solving
Interpersonal X X X
Role plays: Typically involves the
participant playing the part of a manager in Administrative X X X
a predetermined situation which must be
Personal X X X
resolved.
Purpose
Identifying managerial potential in terms of personality characteristics, administrative skills, and interpersonal skills; and
identifying employees with team skills
Chapter 9: Employee
Development Approaches to Employee Development
Benchmarks
an instrument designed to measure key factors in being an effective manager.
Performance Appraisals
Process of measuring employees performance.
Assessing
Upward: Process of appraising performance by collecting subordinates evaluations of their managers behaviors & skills.
*360-degree: Process of appraising performance by collecting evaluations from all the way around the employee.
360-degree feedback
Steps involved in development planning using 360-degree feedback
360-degree feedback
Benefits Potential Limitation
Gathering multiple perspectives of performance, allowing The time demands placed on multiple raters.
the employee to compare his/her self-evaluation with the
evaluation of others.
Negative ramifications for raters.
Formalizing communications between the employee and The need for a facilitator to interpret the results.
both internal and external customers. Companies failure to provide opportunities for
employees to act on the information they receive.
Important Issues to Consider
03 JOB EXPERIENCES
relationships, problems, demands, tasks, or other features that employees face in their jobs.
Promotion
Job Enlargement: involves adding challenges or
new responsibilities to an employees current job
Enlargement in order for the employee to learn and grow.
of Current
Job Rotation
Providing employees with a series of job assignments in various functional areas of the company or movement among
jobs in a single functional area or department.
Timing of rotations is managed to minimize work load costs and to help employees understand the role of the job assignment in their
development plan.
All employees are given equal opportunity for job rotation assignments without regard for their demographic status.
Transfers, promotions, and downward moves
Benefits Potential Limitation
It helps the employee understand the overall mission and It may create a short-term perspective on problems and solutions.
goals of the company and how the various jobs and Employees may not be given enough time in a position to receive a
functions contribute to achieving those goals. challenging assignment. Satisfaction and motivation may be
It allows for networking. negatively affected.
It enhances problem solving and decision making skills. Productivity losses and work load increases may occur to both
departments involved
Chapter 9: Employee
Development Approaches to Employee Development
Transfer
Reassigning an employee to a different job in a different area of the company. (Job responsibilities and compensation are not
necessarily increased)
The employees most willing to transfer are those with high career ambitions, a belief that his/her future with the company is
promising, and a belief that accepting the transfer is necessary to advance and succeed in the company.
Promotion
Involves advancing an employee into a position of greater challenge, responsibility and authority. Usually involves an increase
in compensation.
Employees are more willing to accept promotions than they are to accept lateral moves or downward moves. Promotions are
most available when the company is profitable and growing.
Downward Move
Involves giving an employee a position with less responsibility Externship
and authority: Allow employees to take temporary full-
time positions at another company.
A lateral demotion, which is a move to a position at the same Temporary assignment with other
level but with less authority and responsibility. organizations may emerge from two
A temporary cross-functional move for developmental companies agreeing to exchange
purposes. employees in order for the companies to
A demotion to a lower level position because of poor better understand each other
performance.
Chapter 9: Employee Development Approaches to Employee Development
03 INTERPERSONAL RELATIONSHIPS
Employees can develop skills and increase their knowledge about the company and its customers by interacting with a
more experienced organizational member
Mentoring Coaching
Mentoring
Mentoring
Benefits to protgs Benefits to Mentors
Career support, which involves coaching, protecting, sponsorship, Developing interpersonal skills.
and the provision of challenging assignments, and exposure and Increased self-esteem and sense of worth to
visibility. the company.
Access to new knowledge in their field.
Psychosocial support, which includes friendship, a role model,
acceptance, and an outlet to talk about anxieties and fears.
Larger salaries.
Helping women and minorities gain experience and exposure needed for managerial positions.
Sharing information
Chapter 9: Employee
Development DEVELOPMENTAL PLANNING PROCESS
Emerging Trends
The expectation that the employee should initiate the development planning
process.
The approach to development is dependent on needs and goals; a need can
emerge from a gap between current capabilities and those required or interests
the employee wants to pursue in future work.
Chapter 9: Employee
Development Summary
The most effective development strategies involve individualization, learner control, and ongoing support.
Employees also need people in whom they can confide to discuss their weaknesses, problems, and insecurities.
This can take the form of mentoring, coaching, or face-to-face electronic support groups.
LEARNER ONGOING
INDIVDUALISATION
CONTROL SUPPORT
Chapter 9: Employee
Development Reflection
I feel that the biggest challenge for most organizations in terms of employee development is that to employees, training is often
redundant and compliance orientated, and that leaders often make the mistake of viewing training as a failure when they do not
see dramatic results right away. However, I do agree with the importance of professional development programs because if
successful, it will help to translate into real business results.
In my opinion, the reason why many employees hate professional development is not due to the training itself, but how it is
executed. For example, many organizations execute training by continuously utilizing the same medium. Employees can only
tolerate using the same medium for training before they get bored. Hence it is crucial to find a wide variety of medium to
challenge even superstar employees. Also, organizations usually approach professional development only during a period of
slow growth or high employee turnover. But professional development isnt something you can tackle once a year and cross off
your to-do list. The average workplace makes some or all of these mistakes, so its probably why only less than half of non-
managerial employees believe their companies genuinely care for their well-being. I feel that if one wants to fully enjoy the
benefits of professional development, a company needs to do beyond infrequent off-site training and the occasional conference.
Chapter 9: Employee
Development Reflection
People really like learning from others, yet mentorship rarely happens organically. Leaders usually only pick specific
high performers who are interested in mentoring another colleague. Hence, organization needs to formally ask each
person to be a mentor for a particular person, or ask who he or she would work well with in a mentor/mentee
relationship.
Also, organizations should encourage team members to share anything they think would be interesting or relevant to
the team. The management needs find a way to gather their team to come together and share, whether it being a
company-related topic or a topic completely separated from work.