HRM gaining a competitive advantage noe ch009

 Discuss current trends in using formal education for development..  Relate how assessment of personality type, work behaviors and job performance can be used for employee development.

Human Resource Management:

Gaining a Competitive Advantage

Chapter 9 Employee Development

Learning Objectives

 Explain how employee development contributes

to employee retention, developing intellectual

capital and business growth strategies

 Discuss current trends in using formal education

for development

 Relate how assessment of personality type, work

behaviors and job performance can be used for

employee development

 Explain how job experience can be used for skill

development

Learning Objectives

 Develop successful mentoring programs

 Describe how to train managers to coach employees

 Discuss the development planning process steps

 Explain employees’ and company’s responsibilities

in planning development

 Discuss what companies are doing for management development issues including succession planning, the glass ceiling and dysfunctional managers

Training and Development Comparison

Focus

Use of work

experience

Goal

Participation

Training

Current Low

Preparation for current job

Required

Development

Future High

Preparation for changes

Voluntary

Development and Careers

Development - formal education, job experiences, relationships

and assessment of personality and abilities that help employees prepare for the future.

 A protean career is based on self-direction with

the goal of psychological success in one’s work.

 A psychological contract- expectations that employers and

employees have about each other

 Psychological success - feeling of pride and accomplishment that

comes from achieving life goals.

 Career Management System- retain and motivate employees by

identifying and meeting development needs (also called

development planning systems).

Assessment Centers

At an assessment center,usually off-site, multiple raters

or evaluators evaluate employees’ performance on

numerous exercises

4 Types of assessment Exercises:

1 Leaderless group discussion

2 Interviews

3 In-baskets

4 Role plays

Employee Development Approaches

 Formal Education

 Assessments

 Myers-Briggs test

 Assessment center

 Benchmarks

 Performance appraisals

 Upward feedback

 360-Degree Feedback Systems

 Job Experiences

 Interpersonal Relationships

Job Experiences Used for Career Development

Enlargement of current job experiences Promotion

Downward move

Job

Rotation

(lateral move)

Transfer (lateral move)

Temporary assignments, projects &

volunteer work

Lateral Moves

Vertical Assignments

Job Experiences

 Job enlargement - adding challenges or new responsibilities

 Job rotation - moving a single individual from one job to

another.

 A transfer– moving an employee to a different job assignment

in a different area of the company.

 Promotions - advancement into positions with greater challenge

and more authority than previous job.

 A downward move occurs when an employee is given a

reduced level of responsibility and authority

Temporary Assignments

 Externship refers to a company allowing

employees to take a full-time operational

role at another company.

 A sabbatical is a leave of absence from the

company to renew or develop skills

Successful Mentoring Programs

 Participation is voluntary

 Matching process is flexible

 Mentors are chosen on ability and willingness

 Purpose is clearly understood

 Program length is specified

 Minimum level of contact is specified

 Contact among participants is encouraged

 Program is evaluated

 Employee development is rewarded

Benefits of Mentoring Relationships

 Career Support

 Coach, protect, sponsors and provide

challenging assignments, exposure and visibility

 Psychological support

 Serve as a friend and role model, provide

positive regard and acceptance and create an

outlet for a protégé to share anxieties and fears

 Group Mentoring Program

 A program pairing a successful senior employees with a less experienced protégés

 A coach is a peer or manager who works

with an employee to:

 motivate

 develop skills

 provide reinforcement and feedback

 3 roles a coach can play:

1.one-on-one

2.help employee learn

3.provide resources such as mentors,

courses or job experiences

Career Management Process

Self-assessment

Reality Check

Goal Setting

Action planning

Identify

opportunities

to improve

Identify needs realistic to develop

Identify goals &

methods to determine progress

Identify steps& timetable to reach goals

Dysfunctional Managers

Dysfunctional Managers

Glass

Ceiling

Glass

Ceiling Succession Planning

Succession Planning

Special Issues

Special Issues

 Various development methods include formal education,

assessment, job experiences and interpersonal relationships.

 Both employee and company have responsibilities.

 A mentor can help employees better understand the company and gain exposure to key persons.

 A manager’s job responsibility is coaching.

 Employees should have a development plan