After reading and discussing this chapter, you should be

able to:

9-1

04/07/15

After reading and discussing this chapter, you should be

able to:

9-2

04/07/15

After reading and discussing this chapter, you should be

able to:

9-3

04/07/15

This chapter explores the purpose and activities of

employee development.

9-4

04/07/15

Development implies learning that is not necessarily related to the

employees current job. It prepares employees for other positions in
the organization and increases their ability to move into jobs that
may not yet exist.
In contrast, training traditionally focuses on helping employees
improve performance of their current jobs.
Table 9.1 summarizes the traditional differences.

9-5

04/07/15

Recently, changes such as downsizing and restructuring have

become the norm, so the concept of a career has become more fluid
than the traditional view.
Todays employees are likely to have a protean career, one that
frequently changes based on changes in the persons interests,
abilities, and values in the work environment.

9-6

04/07/15

The many approaches to employee development fall into four broad

categories:
1.Formal education
2.Assessment
3.Job experiences
4.Interpersonal relationships.
Figure 9.1 summarizes these four methods. Many organizations
combine these approaches.

9-7

04/07/15

Organizations may support employee development through a variety

of formal educational programs, either at the workplace or offsite.
Another way to provide for employee development is assessment.

9-8

04/07/15

Ask the students: How can this assessment help employees?

9-9

04/07/15

Organizations vary in the methods and sources of information they

use in developmental assessment.
The tools used for assessment include those listed on this slide.

9-10

04/07/15

Table 9.2 is an example of a Benchmark assessment tool that

measures a managers use of skills associated with success in
managing.

9-11

04/07/15

Managers must be trained to deliver frequent performance feedback

and must monitor employees progress in carrying out their action
plans.

9-12

04/07/15

Most employee development occurs through job experiences.

9-13

04/07/15

Figure 9.2 summarizes how various job experiences can be used for
employee development.

9-14

04/07/15

Employee development is most likely to meet the organizations

needs if it is part of a human resource system of career
management.
As shown in Figure 9.3, a basic career management system
involves four steps:
1.Data Gathering
2.Feedback
3.Goal setting
4.Action planning & Follow-up
At each step, both the employee and the organization have
responsibilities.

9-15

04/07/15

Data Gathering. In this stage employees embark on a

process of Self-Assessment:
The employees responsibility is to identify opportunities and
personal areas needing improvement.
The organizations responsibility is to provide assessment
information for identifying strengths, weaknesses, interests, and
values.
Feedback:
The employees responsibility is to identify what skills he or she
could realistically develop in light of the opportunities available.
The organizations responsibility is to communicate the
performance evaluation and the opportunities available to the

9-16

04/07/15

Self-assessment tools can include exercises such as the one in

Figure 9.4.

9-17

04/07/15

Goal Setting:
It is the employees responsibility to identify the goal and the
method of determining her or his progress toward that goal.
The organizations responsibilities are to ensure that the goal is
specific, challenging, and attainable and to help the employee reach
the goal.
Action Planning:
The employee is responsible for identifying the steps and timetable
to reach the goals.
The employer should identify resources needed, including courses,
work experiences, and relationships.

9-18

04/07/15

The outcome of action planning often takes the form of a career

development plan.
Figure 9.5 is an example of a development plan for a product
manager.

9-19

04/07/15

A well-designed system for employee development can help

organizations face three widespread challenges:
The glass ceiling
Succession planning
Dysfunctional behavior by managers

9-20

04/07/15

Figure 9.6 breaks the succession planning process into seven steps.

9-21