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Employee Development Development - Formal Education, Job Experiences, Relationships, and

The document discusses employee development in organizations. It describes how development can help improve quality, meet competitive challenges, and incorporate new technologies. Development activities like formal education programs, assessments, and job experiences can reduce turnover by showing investment in employees and developing managers. The document outlines various assessment tools, performance appraisals, and developmental experiences organizations use to develop employees, including mentoring, coaching, and development planning processes.

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Alia Al Zghoul
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63 views12 pages

Employee Development Development - Formal Education, Job Experiences, Relationships, and

The document discusses employee development in organizations. It describes how development can help improve quality, meet competitive challenges, and incorporate new technologies. Development activities like formal education programs, assessments, and job experiences can reduce turnover by showing investment in employees and developing managers. The document outlines various assessment tools, performance appraisals, and developmental experiences organizations use to develop employees, including mentoring, coaching, and development planning processes.

Uploaded by

Alia Al Zghoul
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Chapter 9

Employee Development
Development - formal education, job experiences, relationships, and
assessments of personality and abilities that help employees perform
effectively in their current or future job and company.

Why is employee development important?


To improve quality.
To meet the challenges of global competition and social change.
To incorporate technological advances and changes in work design.

Development activities can help companies reduce turnover by:


showing employees that the company is investing in the employees
skill development.
developing managers who can create a positive work environment that
makes employees want to come to work and contribute to the
company goals.
Approaches to Employee Development
Formal education programs include:
off-site and on-site programs designed specifically for the companys
employees.
short courses offered by consultants or universities, executive MBA
programs, and university programs.
Tuition reimbursement - the practice of reimbursing employees costs for
college and university courses and degree programs.
Assessment

Collecting information and providing feedback to employees about


their behavior, communication style, values, or skills.
Used most frequently to identify employees with managerial potential,
and measure current managers strengths and weaknesses.
Companies vary in the methods and sources of information they use in
developmental assessment.
Myers-Briggs Type Indicator (MBTI)
Most popular psychological test for employee development.
Identifies individuals preferences for energy, information gathering,
decision making, and lifestyle.
It is a valuable tool for understanding communication styles and the
ways people prefer to interact with others.
Personality Types Used in the Myers-Briggs Type Indicator Assessment

Assessment center - multiple raters or evaluators evaluate employees


performance on a number of exercises.
It is used to identify:

if employees have the abilities, personality, and behaviors for


management jobs.
if employees have the necessary skills to work in teams.
Types of exercises used include leaderless group discussions,
interviews, in-baskets, and role plays.
Examples of Skills Measured by Assessment Center Exercises

Benchmarks - instrument designed to measure important factors in being a


successful manager.
Items that are measured include dealing with subordinates, acquiring
resources, and creating a productive work climate.
Skills Related to Managerial Success

Performance appraisal - process of measuring employees performance.


Different approaches for measuring performance:
Ranking employees.
Rating their work behaviors.
Rating the extent to which employees have desirable traits
believed to be necessary for job success.
The appraisal system must give employees specific information about
their performance problems and ways they can improve their
performance.
Managers must be trained in providing performance feedback.
Upward feedback - involves collecting subordinates evaluations of
managers behaviors or skills.
360-Degree Feedback System

Development- Planning Activities from 360-Degree Feedback

Factors necessary for a 360-degree feedback system to be effective:


The system must provide consistent or reliable ratings.
Feedback must be job-related (valid).
The system must be easy to use, understandable, and relevant.
The system must lead to managerial development.

Job Experiences - relationships, problems, demands, tasks, or other


features that employees face in their jobs.
A major assumption is that development is most likely to occur when
there is a mismatch between the employees skills and past
experiences and the skills required for the job.
Job Demands and the Lessons Employees Learn from Them

How Job Experiences are Used for Employee Development

Job enlargement - adding challenges or new responsibilities to an


employees current job.
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.

Characteristics of Effective Job Rotation Systems

Transfer - an employee is given a different job assignment in a different area


of the company.
Promotions - advancements into positions with greater challenges, more
responsibility, and more authority than in the previous job.
Downward move - occurs when an employee is given a reduced level of
responsibility and authority.

Externships - employees take full-time, temporary operational roles at


another company.
Employee exchange is one example of temporary assignments in which two
companies agree to exchange employees.
Volunteer assignments offer employees opportunities to manage change, to
teach, to take on a higher level of responsibility, or to be exposed to other job
demands.
Interpersonal relationships
Mentor - experienced, productive senior employee who helps develop
a less experienced employee (the protg).
Mentors provide career support and psychosocial support to the
protg.
Provide opportunities for mentors to:
Develop interpersonal skills, increase feelings of self-esteem and
worth to the organization, and gain knowledge about important
new scientific developments.
Characteristics of Successful Formal Mentoring Programs

Interpersonal relationships
Purposes of Mentoring Programs
To socialize new employees and to increase the likelihood of skill
transfer from training to the work setting.
To enable women and minorities to gain the experience and
skills needed for managerial positions.
To develop managers for top-level management positions or to
help them acquire specific skills.
Group mentoring programs - successful senior employee is paired
with four to six less experienced protgs.
Interpersonal relationships
Coach - a peer or manager who works with employees to motivate
them, help them develop skills, and provide reinforcement and
feedback.
The best coaches are empathetic, supportive, practical, and selfconfident but do not appear to know all the answers or want to
tell others what to do.
Interpersonal relationships
Three roles that a coach can play:

One-on-one with an employee, providing feedback based on


psychological tests, 360-degree assessment, or interviews with
bosses, peers, and subordinates.
Help employees learn for themselves by putting them in touch
with experts who can help them with their concerns and by
teaching them how to obtain feedback from others.
Provide the employee with resources such as mentors, courses,
or job experiences that the employee may not otherwise have
access to.

The Development Planning Process


It involves:
identifying development needs.
choosing a development goal.
identifying the actions that need to be taken by the employee and the
company to achieve the goal.
determining how progress toward goal attainment will be measured.
investing time and energy to achieve the goal.
establishing a timetable for development.

Responsibilities in the Development Planning Process

Company Strategies for Providing Development


The most effective development strategies involve individualization, learner
control, and ongoing support.

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