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9 - 1

9Chapter

Employee Development


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Developmentrefers toformal education, jobexperiences,

relationships, andassessments ofpersonalities andabilities that help

employees prepare forthe future.


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Training DevelopmentFocus Current Future

Use of work

experiences

Low High

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

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Employee development is a necessarycomponent of a companys 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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Formal

Education

Assessment

Job

Experiences

Interpersonal

Relationships


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Formal educationprograms include:

off-site and on-site programs designed

specifically for the companys employees short courses offered by consultants or

universities

executive MBA programs

university programs in which participantsactually live at the university while taking classes

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Program Description Target Audience CoursesExecutive

Development

Sequence

Emphasis on strategic

thinking, leadership,

cross-functional

integration, competing

globally, customer

satisfaction

Senior professionals and

executives identified as

high-potential

Management Development

Global Business

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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Increasing use of distance learning by manycompanies and universities.

Companies and the education provider create

short, custom courses, with content designedspecifically 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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Assessmentinvolves collecting information andproviding feedback to employees about theirbehavior, communication style, or skills.

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 inhibitproductivity

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Benchmarks

Myers-Briggs Type

Indicator (MBTI)

Assessment

Center

Performance

Appraisals & 360-

Degree Feedback


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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 how used:

Can be used by salespeople who want to becomemore effective at interpersonal communication by

learning things about their own personality stylesand the way they are perceived by others.

Can help develop teams by matching team memberswith 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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The assessment centeris 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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SKILLS In-basket SchedulingExercise

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

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EXERCISES


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Benchmarks is an instrument designed tomeasure important factors in being asuccessful manager.

Items measured are based on research thatexamines the lessons executives learn atcritical events in their careers.

This includes items that measure managersskills in dealing with subordinates, acquiringresources, and creating a productive workclimate.

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Resourcefulness Doing whatever it takes Being a quick study Building and mending

relationships Leading subordinates Compassion and

sensitivity Straightforwardness and

composure Setting a developmental

climate

Confronting problemsubordinates

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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Performance appraisalis the process ofmeasuring 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 jobsuccess (e.g., leadership)

Directly measuring the results of work performance.

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The appraisal system must give employeesspecific information about their performance

problems and ways they can improve their

performance: Providing a clear understanding of the differences

between current performance and expectedperformance.

Identifying the causes of the performancediscrepancy.

Developing action plans to improve performance.9 - 18


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Managers must be trained in providing

performance feedback.

Managers must frequently give employees

performance feedback.

Managers also need to monitor employeesprogress in carrying out the action plan.

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Rating

Form

Rating

Form

Rating

Form

Rating

Form

Self

Peers

Customers Subordinates

Manager


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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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3. Identify a process for recognizing goalaccomplishment.

4. Identify strategies for reaching the developmentgoal.

Establish strategies such as reading, jobexperiences, courses, and relationships.

Establish strategies for receiving feedback onprogress.

Establish strategies for receiving reinforcementfor new skills or behavior.

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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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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 mismatchbetween the employees 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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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 adversity

Job overload

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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Enlargement of

Current

Job

Experiences

Promotion

Job Rotation(Lateral Move)

Transfer(Lateral Move)

Downward

Move

TemporaryAssignmentwith AnotherOrganization

Externship


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Job rotation is used to develop skills as well as

give employees experience needed for

managerial positions.

Employees understand specific skills that willbe developed by rotation.

Job rotation is used for all levels and types of

employees.

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Job rotation is linked with the careermanagement process so employees know thedevelopment needs addressed by each jobassignment.

Benefits of rotation are maximized and costs areminimized through managing time of rotations toreduce workload costs and help employeesunderstand job rotations role in theirdevelopment plans.

All employees have equal opportunities for jobrotation assignments.

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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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Mentor and protg participation is voluntary. Relationship can be ended at any time without fear

of punishment.

Mentor-protg matching process does not limitthe 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, and evidence of positivecoaching, communication, and listening skills.

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The purpose of the program is clearly understood. The length of the program is specified.

A minimum level of contact between the mentor

and protg is specified.

Protgs 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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The development planning process involves:

Identifying development needs

Choosing a development goal

Identifying the actions that need to be taken bythe employee and the company to achieve thegoal

Determining how progress toward goalattainment will be measured

Establishing a timetable for development

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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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Development

Planning Process

Employee Responsibility Company Responsibility

Opportunity How do I need to improve? Assessment information to identify strengths,

weaknesses, interests and values

Goal Identification How do I want to develop? Company provides development planning

guide. Manager has developmentaldiscussion with employee

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

Time What is my timetable? Managers follows up on progress toward

developmental goal and helps employees set

a realistic timetable for goal achievement


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Individualization

Learner Control

Ongoing Support

Documents

Diff Between t & d