Employee training and development 5th chapter 09

Introduction  Development - formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or

Chapter 9 Employee Development

Introduction

 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.

Table 9.1 - Comparison Between Training and Development

To incorporate technological advances and

changes in work design

Introduction (cont.)

 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 company’s 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.

Approaches to Employee

Development (cont.)

 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

Approaches to Employee

Development (cont.)

 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

Table 9.4 - Personality Types Used in the Myers-Briggs Type Indicator Assessment

Table 9.4 - Personality Types Used in the Myers-Briggs Type Indicator Assessment

Approaches to Employee

Development (cont.)

 Assessment center - multiple raters or

evaluators evaluate employees’

performance on a number of exercises.

Types of exercises used include leaderless

group discussions, interviews, in-baskets, and role plays

Table 9.5 - Examples of Skills Measured

by Assessment Center Exercises

Approaches to Employee

Development (cont.)

 Benchmarks - instrument designed to

measure important factors in being a

Table 9.6 - Skills Related to

Managerial Success

Approaches to Employee

Development (cont.)

 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.

Managers must be trained in providing

performance feedback

 Upward feedback - involves collecting

subordinates’ evaluations of managers’ behaviors or skills.

Figure 9.1 - 360-Degree

Feedback System

Table 9.8 - Development- Planning

Activities from 360-Degree Feedback

Approaches to Employee

Development (cont.)

 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

Approaches to Employee

Development (cont.)

 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 employee’s skills and past

experiences and the skills required for the

job

Table 9.9 - Job Demands and the

Lessons Employees Learn from Them

Table 9.9 - Job Demands and the

Lessons Employees Learn From Them

Figure 9.2 - How Job Experiences are Used for Employee Development

Approaches to Employee

Development (cont.)

 Job enlargement - adding challenges or

new responsibilities to an employee’s

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.

Table 9.10 - Characteristics of

Effective Job Rotation Systems

Approaches to Employee

Development (cont.)

 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.

Approaches to Employee

Development (cont.)

 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.

teach, to take on a higher level of

responsibility, or to be exposed to other job demands.

 Interpersonal relationships

employee who helps develop a less

experienced employee (the protégé)

Mentors provide career support and

psychosocial support to the protégé

Approaches to Employee

Development (cont.)

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.

Table 9.11 - Characteristics of

Successful Formal Mentoring Programs

Approaches to Employee

Development (cont.)

 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.

senior employee is paired with four to six less experienced protégés

Approaches to Employee

Development (cont.)

 Interpersonal relationships

employees to motivate them, help them

develop skills, and provide reinforcement and feedback

 The best coaches are empathetic, supportive, practical, and self-confident but do not appear to know all the answers or want to tell others what to do.

Approaches to Employee

Development (cont.)

 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

Table 9.12 - Responsibilities in the

Development Planning Process

Company Strategies for Providing Development

 The most effective development

strategies involve individualization,

learner control, and ongoing support.