• Relate how assessment of personality type, work behaviors, and job performance can be used for employee development.. Comparison between Training and Development 9-2 Training Developm
Trang 1Development
Objectives
• 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.
• Develop successful mentoring programs.
• Explain how job experience can be used for
employee development.
• Tell how to train managers to coach employees.
• Discuss the steps in the development process.
• Explain the employees’ and company's
responsibilities in the development planning
Trang 2Comparison between Training
and Development
9-2
Training Development Focus
Use of work
experience
Goal
Participation
Current
Low
Preparation for current job
Required
Future
High
Preparation for changes
Voluntary
Trang 3Development and Careers
Protean Career : A career that is frequently
changing.
The types of knowledge that an employee needs to be successful have changed In addition to “knowing
how,” employees also need to “know why” and “know whom.”
Career pattern from a linear hierarchy to a spiral career pattern.
“Boundaryless” careers.
9-3
Trang 4Approaches to Employee
Development
9-4
Formal education
Assessment
Myers-Briggs test
Assessment center
Benchmarks
Performance appraisals
Job experiences
Interpersonal relationships
Formal education
Assessment
Myers-Briggs test
Assessment center
Benchmarks
Performance appraisals
Job experiences
Interpersonal relationships
Trang 5Myers - Briggs Types
9-5
1 Energy: where people get strength and vitality from
2 Life-Style: tendency to be flexible and adaptable
3 Information-gathering: actions taken in decision-making
4 Decision-making: amount of consideration for other’s feelings
others
1 Energy: where people get strength and vitality from
2 Life-Style: tendency to be flexible and adaptable
3 Information-gathering: actions taken in decision-making
4 Decision-making: amount of consideration for other’s feelings
others
16 personality types based on the following 4 dimensions:
Trang 6Assessment Centers
Leaderless group discussion
Interviews
In-baskets
Role Plays
9-6
Trang 7Employee Development
Experiences
9-7
Job
Lateral moves
- job rotation
- lateral transfers
Promotion
Downward move
Vertical assignments
- delegation of more significant tasks
Temporary assignment with another organization
Enlargement
of current job experiences
Trang 8Employee Development Experiences:
Upward-Downward-Lateral Moves
9-8
JOB
BOSS
promotion
demotion
Subordinate
Transfer
Trang 9Characteristics of
Successful Mentoring programs.
9-9
Participation is voluntary
Matching process is flexible
Mentors are chosen on ability &
willingness
Program length is specified
Minimum level of contact is specified
Participation is voluntary
Matching process is flexible
Mentors are chosen on ability &
willingness
Program length is specified
Minimum level of contact is specified
Trang 10Benefits of Mentoring Relationships for Proteges
Career Support
Coaching, protection, sponsorship, providing
challenging assignments, exposure, and visibility
Psychological Support
A friend and a role model, providing positive regard
and acceptance, and providing a sounding board of
proteges.
Additional Benefit
9-10
Trang 11Career Management Process
9-11
Self-Assessment
- determine
career interests,
values, aptitudes
Trang 12Career Management process
9-12
Self-Assessment
Reality Check
- determine
career interests,
values, aptitudes
- feedback on skills, knowledge
Trang 13Career Management Process
9-13
Self-Assessment
Reality Check
Goal Setting
- determine
career interests,
values, aptitudes
- feedback on skills, knowledge
- devise and long-term developmental plans
Trang 14Career Management Process
9-14
Self-Assessment
Reality Check
Goal Setting
Action Plans
- determine
career interests,
values, aptitudes
- feedback on skills, knowledge
- devise and long-term developmental plans
Trang 15Special Issues
9-15