Lecture # 10 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 Comparison between Training & Development Introduction (cont.) Why is employee development important? To improve quality To meet the challenges of global competition and social change 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
Four approaches to develop employees:
Formal education Assessment
Job experiences
Interpersonal relationships Approaches to Employee Development
Formal education programs include:
off-siteand on-site programs designed specifically for the companys 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 in decision making, information gathering, and interpersonal communication It is a valuable tool for understanding communication styles and the ways people prefer to interact with others Personality Types Used in the Myers-Briggs Type Indicator Assessment Personality Types Used in the Myers-Briggs Type Indicator Assessment Approaches to Employee Development (cont.) Myers-Briggs Type Indicator (MBTI) Used for understanding things like communication, motivation, teamwork, and leadership E.g. By salespeople or executives who want to become more effective at interpersonal communication Helps a company develop teams by matching team members with assignments that allow them to capitalize on their preferences Approaches to Employee Development (cont.) Assessment center - multiple raters or evaluators evaluate employees performance on a number of exercises It is used to identify: if employees have the abilities, personality, and behaviors for management jobs if employees have the necessary skills to work in teams
Types of exercises used include leaderless group
discussions, interviews, in-baskets, and role plays Examples of Skills Measured by Assessment Center Exercises Approaches to Employee Development (cont.) Benchmarks - instrument designed to measure important factors in being a successful manager Items that are measured include dealing with subordinates, acquiring resources, and creating a productive work climate 16 skills believed to be important in becoming a successful manager For a complete picture, managers supervisors, and peers complete the instrument Summary report 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 Approaches to Employee Development (cont.) The appraisal system must give employees specific information about their performance problems and ways they can improve their performance Managers must be trained in providing performance feedback Upward feedback - involves collecting subordinates evaluations of managers behaviors or skills 360-Degree Feedback System 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 employees skills and past experiences and the skills required for the job To be successful, employees must stretch their skills, i.e. they must be forced to learn and apply new skills, and master new experiences How Job Experiences are Used for Employee Development Approaches to Employee Development (cont.) Job enlargement - adding challenges or new responsibilities to an employees 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 Characteristics of Effective Job Rotation Systems
Used to develop skills & give employees experience
needed for managerial positions Used for all levels and types of employees Linked with the career management process Benefits are maximize; Costs are minimized Help employees understand role of job rotation in their development plans All employees have equal opportunities for job rotation assignments 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 Approaches to Employee Development (cont.) Volunteer assignments offer employees opportunities to manage change, to teach, to take on a higher level of responsibility, or to be exposed to other job demands Approaches to Employee Development (cont.) Interpersonal relationships Mentor - experienced, productive senior employee who helps develop a less experienced employee (the mentee) Mentors provide career support and psychosocial support to the mentee Mentoring relationships can also develop as part of a planned company effort to bring together successful senior employees with less experienced employees Approaches to Employee Development (cont.) Provide opportunities for mentors to: Developinterpersonal skills, increase feelings of self-esteem and worth to the organization, and gain knowledge about important new scientific developments 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 Group mentoring programs - successful senior employee is paired with four to six less experienced mentees Approaches to Employee Development (cont.) Interpersonal relationships Coach - a peer or manager who works with 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 Thank you!