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9Chapter
Employee Employee DevelopmentDevelopment
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DevelopmentDevelopment refers to formal education,
job experiences, relationships, and
assessments of personality and abilities
that help employees perform effectively in
their current or future job and company.
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Comparison Between Training and DevelopmentComparison 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
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Why is employee development important?Why is employee development important?
Employee development is a necessary component of a company’s efforts to:
improve quality
retain key employees
meet the challenges of global competition and social change
incorporate technological advances and changes in work design
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Approaches to Employee DevelopmentApproaches to Employee Development
Formal Education
Assessment
Job Experiences
Interpersonal Relationships
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Formal EducationFormal Education
Formal education programs include:off-site and on-site programs designed specifically for the company’s employees
short courses offered by consultants or universities
executive MBA programs
university programs in which participants actually live at the university while taking classes
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Examples of development programs at GEExamples of development programs at GE
Program Description Target Audience Courses
Executive Development Sequence
Emphasis on strategic thinking, leadership, cross-functional integration, competing globally, customer satisfaction
Senior professionals and executives identified as high-potential
Manager Development
Global Business Management
Executive Development
Core Leadership Program
Development of functional expertise, business excellence, management of change
Managers Corporate Entry Leadership
Professional Development
New Manager Development
Experienced Manager
Professional Development Program
Emphasis on preparation for specific career path
New Employees Audit Staff
Financial Management
Human Resources
Technical Leadership
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Important trends in executive education:Important trends in executive education:
Increasing use of distance learning by many companies and universities
Companies and the education provider create short, custom courses, with content designed specifically to needs of the audience
Supplementing formal courses from consultants or university faculty with other types of training and development activities
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Assessment involves collecting
information and providing feedback
to employees about their behavior,
communication style, or skills
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Assessment Assessment (continued)(continued)
Used most frequently to:identify employees with managerial potential
measure current managers’ strengths and weaknesses
identify managers with potential to move into higher-level executive positions
work with teams to identify members’ strengths and weaknesses, and factors that inhibit productivity
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Myers-Briggs TypeIndicator®
(MBTI)Assessment Center
Benchmarks
PerformanceAppraisals and
360-Degree FeedbackSystems
Popular Assessment ToolsPopular Assessment Tools
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Assessment Tools: Assessment Tools: Myers-Briggs (MBTI)Myers-Briggs (MBTI)
Most popular psychological test for employee development
Used for understanding such things as:communication
motivation
teamwork
work styles
leadership
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Examples of MBTI Use:Examples of MBTI Use:
Can be used by salespeople who want to become more effective at interpersonal communication by learning things about their own personality styles and the way they are perceived by others
Can help develop teams by matching team members with assignments that allow them to capitalize on their preferences
Can help employees understand how the different preferences can lead to useful problem solving
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Assessment Tools: Assessment Tools: Assessment CenterAssessment Center
The assessment centerassessment center is a process in which multiple raters or evaluators evaluate employees’ performance on a number of exercises
usually held at an off-site location
used to identify if employees have the abilities, personality, and behaviors for management jobs
used to identify if employees have the necessary skills to work in teams
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Examples of Skills Measured by Assessment Examples of Skills Measured by Assessment Center ExercisesCenter Exercises
SKILLS In-basket Scheduling Exercise
Leaderless Group
Discussion
Personality Test
Role Play
Leadership X X X X
Problem solving
X X X X
Interpersonal X X X
Administrative X X X
Personal X X X
EXERCISES
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Assessment Tools: BenchmarksAssessment Tools: Benchmarks
Benchmarks© is an instrument designed to measure important factors in being a successful manager
Items measured are based on research that examines the lessons executives learn at critical events in their careers
This includes items that measure managers’ skills in dealing with subordinates, acquiring resources, and creating a productive work climate
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Skills Related to Managerial SuccessSkills Related to Managerial Success
ResourcefulnessDoing whatever it takesBeing a quick studyBuilding and mending relationshipsLeading subordinatesCompassion and sensitivityStraightforwardness and composureSetting a developmental climate
Confronting problem subordinates
Team orientation
Balance between personal life and work
Decisiveness
Self-awareness
Hiring talented staff
Putting people at ease
Acting with flexibility
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Assessment Tools:Assessment Tools:Performance AppraisalsPerformance Appraisals
Performance appraisalPerformance appraisal - the process of measuring employees’ performance
Approaches for measuring performance:ranking employees
rating work behaviors
rating the extent to which employees have desirable traits believed to be necessary for job success (e.g., leadership)
directly measuring the results of work performance (e.g., productivity)
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Conditions under which performance Conditions under which performance measurement is useful for development:measurement is useful for development:
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
Managers must frequently give employees performance feedback
Managers also need to monitor employees’ progress in carrying out the action plan
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Assessment Tools: Assessment Tools: 360-Degree 360-Degree Feedback SystemFeedback System
Rating Form
Rating Form
Rating Form
Rating Form
Self
Peers
Customers Subordinates
Manager
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Activities involved in development planning using Activities involved in development planning using the 360-degree feedback process: the 360-degree feedback process: (1 of 2)(1 of 2)
1. Understand strengths and weaknesses Review ratings for strengths and weaknesses Identify skills or behaviors where self and others’
ratings agree and disagree
2. Identify a development goal Choose a skill or behavior to develop Set a clear, specific goal with a specified outcome
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Activities involved in development planning using Activities involved in development planning using the 360-degree feedback process: the 360-degree feedback process: (2 of 2)(2 of 2)
3. Identify a process for recognizing goal accomplishment
4. Identify strategies for reaching the development goal
Establish strategies such as reading, job experiences, courses, and relationships
Establish strategies for receiving feedback on progress
Establish strategies for receiving reinforcement for new skills or behavior
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Factors necessary for a 360-degree Factors necessary for a 360-degree feedback system to be effective:feedback system to be effective:
The system must provide consistent (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
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360-Degree Feedback:360-Degree Feedback:Important Issues to ConsiderImportant Issues to Consider
Who will the raters be?How will you maintain the confidentiality of the raters?What behaviors and skills are job-related?How will you ensure full participation and complete responses from every employee who is asked to be a rater?What will the feedback report include?How will you ensure that managers receive and act on the feedback?
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Job ExperiencesJob Experiences
Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs
Most employee development occurs through job experiences
A major assumption is that development is most likely to occur when there is a mismatch between the employee’s skills and past experiences and the skills required for the job
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To be successful in their jobs, employees must stretch their skills.
They must be forced to learn new skills, apply their skills and knowledge in a new way, and master new experiences.
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Job Demands and Lessons Learned from ThemJob Demands and Lessons Learned from Them
Making transitions Unfamiliar responsibilities
Proving yourself
Creating change Developing new directions
Inherited problems
Reduction decisions
Problems with employees
Having high level of responsibility High stakes
Managing business diversity
Job overload
Handling external pressure
Being involved in non-authority relationships Influencing without authority
Facing obstacles Adverse business conditions
Lack of top management support
Lack of personal support
Difficult boss
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How Job Experiences are Used for Employee How Job Experiences are Used for Employee Development:Development:
Enlargement of Current
Job Experiences
Promotion
Job Rotation (Lateral Move)
Transfer (Lateral Move)
Downward Move
Temporary Assignment with Another Organization
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Characteristics of Effective Job Rotation Characteristics of Effective Job Rotation Systems Systems (1 of 2)(1 of 2)
1. Job rotation is used to develop skills as well as give employees experience needed for managerial positions
2. Employees understand specific skills that will be developed by rotation
3. Job rotation is used for all levels and types of employees
4. All employees have equal opportunities for job rotation assignments
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Characteristics of Effective Job Rotation Characteristics of Effective Job Rotation Systems Systems (2 of 2)(2 of 2)
5. Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment
6. Benefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotation’s role in their development plans
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Interpersonal RelationshipsInterpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member
Two types of interpersonal relationships used to develop employees:
Mentoring
Coaching
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Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs: Mentoring Programs: (1 of 2)(1 of 2)
Mentor and protégé participation is voluntaryrelationship can be ended at any time without fear of punishment
Mentor-protégé matching process does not limit the ability of informal relationships to develop
Mentors are chosen on the basis of:their past record in developing employees
willingness to serve as a mentor
evidence of positive coaching, communication, and listening skills
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Characteristics of Successful Formal Characteristics of Successful Formal Mentoring Programs: Mentoring Programs: (2 of 2)(2 of 2)
The purpose of the program is clearly understood
The length of the program is specified
A minimum level of contact between the mentor and protégé is specified
Protégés are encouraged to contact one another to discuss problems and share successes
The mentor program is evaluated
Employee development is rewarded
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Coaching RelationshipsCoaching Relationships
Coach – a peer or manager who works with employees to:
motivate them
help them develop skills
provide reinforcement and feedback
Coaches need to be able to suggest effective improvement actions
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The Development Planning ProcessThe Development Planning Process
The development planning processdevelopment planning process 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
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Development Planning Development Planning (continued)(continued)
An emerging trend in development is that the employee must initiate the development planning process
The development approach used is dependent on the needs and development goal
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Responsibilities in the Development Responsibilities in the Development Planning Process:Planning Process: (1 of 2)(1 of 2)
Development Planning Process
Employee Responsibility Company Responsibility
Opportunity How do I need to improve? Assessment information to identify strengths, weaknesses, interests, and values
Motivation Am I willing to invest the time and energy to develop?
Company assists in identifying personal and company reasons for change.
Manager discusses steps for dealing with barriers and challenges to development.
Goal Identification How do I want to develop? Company provides development planning guide.
Manager has developmental discussion with employee.
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Responsibilities in the Development Responsibilities in the Development Planning Process: Planning Process: (2 of 2)(2 of 2)
Development Planning Process
Employee Responsibility Company Responsibility
Criteria How will I know I am making progress?
Manager provides feedback on criteria
Actions What will I do to reach my development goal?
Company provides assessment, courses, job experiences, and relationships
Accountability What is my timetable?
How can I ask others for feedback on progress toward my goal?
Managers follows up on progress toward developmental goal and helps employees set a realistic timetable for goal achievement
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Company Strategies for Providing Company Strategies for Providing Development:Development:
Individualization
Learner Control
Ongoing Support