New research from Career Systems International (CSI) and the Jordan Evans Group, finds that pay

is not the most important factor in determining whether an employee stays with an organization. In fact,
Fair Pay has moved from fourth place in earlier research to sixth place in this 2014 report.
The 2014 What Keeps You white paper reports that certain stay factors have clearly and consistently
surfaced as the top drivers of engaging and retaining talent. These factors are largely the same today, as
they were amid both recessions and at the peak of the tight labor market in 2000. The white paper also
reveals some subtle differences among the demographic groups. For instance, Supportive Management/
Great Boss ranks #2 or #3 for all age groups except for those under 25. And Exciting, Challenging and
Meaningful Work is ranked #1 for men and women. The white paper breaks down the 13 stay factors by
a variety of demographic variables, including age, gender, job function, job level and industry. This
information can guide organizational efforts to engage and retain talent.
Performance Management System
Posted by Grace On November 13, 2013 0 Comment
Can you imagine your company rewarding your hard work, great results, and ability to positively
contribute by giving you two tickets to the Superbowl? That is employee engagement if I have ever seen
it. Does it really take all of that to develop employees? Of course not. Can we afford to be creative and
unpredictable when it comes to rewarding our Top Performers? Absolutely.
Lane Jarvis, Chief Human Resources Officer at Go Daddy.com shares some critical points for establishing
employee development plans for all employees. This is an important part of the employee performance
appraisal discussion.
70/20/10 Rule
Lane Jarvis shares Go Daddy career development philosophy:
70% Employees learn from on the job work experiences
20% Employees learn from feedback (Mentors, Coaches, Managers)
10% Employees learn from classroom experiences to support their career development
According to the video, Go Daddy created an in-house Performance Management System. At
BullseyeEngagement, we can save you development time and resources. Our best of breed, proven
Performance Management System provides excellent user friendly functionality with a seamless
implementation.
Need to know who your top performers are at any given moment? Employees become engaged when
the Performance Appraisal System has value, relevance and, most of all, documented conversations,
coaching, and career development activities to improve their contribution.
Dont get stuck on creating your own tool. Partner with us and you can focus on developing your
Superbowl Performers!
Looking for a system to make Performance Management a strategic
advantage? BullseyeEngagement offers a web based solution to help shift the culture of expectations for
your company.
At Bullseye Performance Management Systems, we believe HR Professionals are operational and
strategic partners when managing an organization.

The Building Blocks of Success: Guide Your Employees Career Development
The broad category of activities that are referred to as career development includes an array of
policies and practices that are designed to heighten professional opportunities, growth, and
advancement of the course of the entire career cycle. Typically, the most important facets of career
development include career planning, education and training, and promotion opportunities. Although
most of these activities dont directly impact the bottom line, they can exert a very strong influence on
team dynamics and organizational culture.
Career Development is a Collaborative Process
The vast majority of the career development literature is oriented toward employees who are seeking to
define and carve out a successful professional pathway for themselves. However, in recent years, career
development experts have also begun to focus on the important role that employers play in the process.
After all, it has been pointed out, employers, managers, and supervisory staff are largely responsible for
determining whether an atmosphere of upward mobility and steady advancement is established as a
permanent feature of a companys organizational culture.
On the other hand, if a companys key leaders have not made a conscientious effort to optimize their
employees opportunities for professional advancement, it is likely that employees will eventually begin
to look elsewhere for roles that they feel will offer more fulfillment and better long-term career
prospects.
Career Development is an Important Part of Employee Retention
These issues are particularly important in the context of the hospitality industry, in which relatively high
turnover rates have long been a challenge for many employers. Indeed, recent industry research has
shown that there is a strong link between a companys perceived lack of professional development
opportunities and high turnover rates. Industry experts agree that a strong emphasis on career
development is a key aspect of an effective employee retention strategy.
By taking the lead and offering comprehensive support in the career development arena, employers can
not only help to maximize their staffs effectiveness, job satisfaction, and long-term success, but they
can also boost retention and encourage organizational commitment and job loyalty. Here are a few
simple guidelines geared to help you develop and launch a career development support strategy in your
organization.
Promote Internal Promotions.
Decades of research have proven that getting an outside candidate up to speed can be a costly
and time-consuming process. The business benefits of hiring internally are clear-cut -- and
experts say that they also boost employee morale. Clearly post available positions in an area
where current employees are likely to see them. Make it easy for current staff to check on and
apply for available positions. If your organization is large or is part of a chain, it may be
beneficial to host an internal job fair several times a year.
Establish a Mentoring Program.
Pairing up with a partner who is further along in their professional path is a great way to help
younger employees begin to envision their own career progression. A mentoring program gives
established employees a chance to share their accumulated knowledge and experience, while
also allowing younger workers to get a first-hand understanding of the steps they need to take
to succeed.
Cross-Train for Lateral Development.
The sense of being stuck in a career rut is a sure-fire morale drain. Offer your employees regular
opportunities to train in areas and roles outside of their typical responsibilities. Not only will
your organization benefit from a more comprehensively-trained staff, but your employees will
get a chance to explore other options and paths.
Implement Accountability Measures for Career Development Activities.
Make sure supervisors and managers know that supporting staff career development is a
priority in the organization. Some companies have done this by making employee career
development a responsibility that is assessed in managers performance reviews. According to
Richard Knowdell, author of Building a Career Development Program: Nine Steps for Effective
Implementation, a top-down approach will help establish career development as a central
feature of your organizational culture.
After conducting an evaluation, some organizations find that they already have the basic policies and
procedures in place to support employee career development. In many cases, all it takes is a targeted
effort to focus and refine existing procedures and establish employee career development as a central
feature of your organizational culture. Before long, your staff -- and your organization -- will be able to
reap the benefits of higher job satisfaction, better retention rates, and more long-term career
commitment.
Welcome back to our Friday blog on tips for employee retention. This week we are looking at career
development and training. You can check back every Friday for a new tip on employee retention.
Career development and training are related strategies that both increase the ability for employees to
contribute to an organization and allow employees to increase their skills benefiting their career goals.
Career development is enabling employees to design, explore, and plan their career to fulfil their
potential and add value to the organizations mission. Career development is an ongoing learning
process for employees. It is a strategic method for organizations to sustain and develop their staff to
remain current and competitive.
Training is advancing skills through courses and experiences. Training is aimed at building upon needed
competencies in order to achieve goals of the employee and the organization. Through up-skilling,
employees are then more prepared to take on new roles or additional work for the organization.
When organizations offer employees career development and training to advance skills needed for a
position desired within the organization, employees will be appreciative and know that the organization
is committed to their career success.
Benefits for an Organization
There are numerous benefits that can occur from investing in career development and training for your
employees. Here are just some of the main benefits:
Build on existing skills and develop new skills
Increases employee work satisfaction and meet employee job expectations
Offers a selling point for recruitment and aids in retention
Prepares employees for management succession
Preparing for Career Development and Training
An organization needs their employees to be sufficiently prepared to handle current and future work
assignments and adapt to changing technological environments. As an employer, it is your responsibility
to ensure employees are ready for their tasks, as it should not be left solely upon employees to
anticipate. Employers should facilitate the following:
Identifying both short and long-term development needs for the organization, and prioritize in order of
importance.
Research and know the full range of career development and training programs available to employees,
and ensure that employees are aware of the opportunities available to them.
Follow up with employees undergoing career development or training to check that employees are on
the right track.
Assist employees to incorporate new skills acquired into the organization.
Budget and plan for career development and training.
Development and Training Areas
Career development and training can be used in several different areas for an organization.
Academic history this includes reviewing employees formal qualifications to decide if the
organization and employee will benefit from future academic development, such as obtaining further
certificates, diplomas, or higher postgraduate level courses.
Technical expertise required for new positions or management succession, technical training can
include courses in health and safety, computer software, professional writing, technical areas,
information technology, and many more job specific courses.
Interpersonal skills such as communication, teamwork, and personal effectiveness training employees
in these areas can increase productivity and employee satisfaction. These soft skills can be facilitated
through short one or two-day courses, in company training programs, or web-based programs.
Business management, and leadership skills needed for future management succession and
improving existing management and leadership skills. Training and development can include short
courses, in company training, and mentoring programs.
Start Implementing Programs
It can be a challenge to invest in your employees development and at the same time maintain regular
work needs. It is important for employers to start small and start with thinking carefully about the
organizations goals and objectives, while offsetting these with the strengths and weaknesses of staff. By
having a clear understanding of the knowledge and skills for a position, and how well the job needs to
be done, this will give you the information that is needed to make development and training decisions.
Also look at current and past performance issues, especially issues that are recurring. Addressing these
issues with development and training will improve the organization and increase employees
productivity.
Individual and organizational needs assessments are great tools for researching viable career
development and training options. Individual needs assessments review employees current skills and
skills that will be needed in the future. Then take a broader approach and develop an organizational
needs assessment which reviews current skills across the organization and skills needed to achieve long
term organizational goals.
Here are some more effective ideas you can implement easily:
Host workshops showing employees how they can grow within the organization, and show them
practical career development activities.
Provide examples and career paths of employees who have been with the organization for long tenures
on the company human resources webpage.
Provide a formal mentor-mentee network for employees to engage in structured career planning and to
provide informal professional support and career advice.
By offering career development and training, you are placing your organization in a position to remain
competitive and fulfil long-term goals. Plus, the organizations that are committed to employee
development and training will keep staff motivated and highly trained, and in turn, this will have a
positive effect on retention.
Join us next week as we look into the topic of employee selection.

Key Takeaways:
- We attract and keep exceptional talent by helping our employees realize their professional goals
while finding personal fulfillment in their work.
- We use a 70-20-10 model of career development that offers our employees a diverse platform for
growth.

Career development at Gap Inc. begins with ensuring that our employees feel connected to our shared
purpose and values and that they understand the role they play in helping Gap Inc. succeed. We offer
employees a variety of experiences to grow personally and professionally.
Our approach to career development is based on a 70-20-10 model: Employees gain 70 percent of their
learning and development through on-the-job experience, 20 percent through mentorships and
collaboration, and 10 percent through courses and formal training.
The 70 percent on-the-job training may involve everything from daily activities to stretch assignments
that place employees in situations outside their current realm of expertise and responsibility. As we
continue to expand globally, we are committed to giving our employees even more opportunities to
take on new roles and international assignments.
The 20 percent portion may involve formal mentorships and coaching sessions, or collaborative projects
that involve in-depth feedback from team partners. We encourage all of our employees to seek out
mentors and work with them on a regular basis to pursue thoughtful career plans for their future with
Gap Inc. Formal courses and training make up the other 10 percent of career development. For example,
through our partnership with eCornell, employees can take interactive online courses from Cornell
University in the areas of Management, Leadership, Financial Management, and Human Resources.
In addition to our 70-20-10 model, we offer a number of inspiring programs that help our employees
achieve their full potential. Some examples of our training and career development initiatives include:
- Mindspark is a three-day, multi-sensory experience wherein 30-40 of some of our best and brightest
employees work to develop innovative solutions for our most important business challenges. The
creativity of participants is "sparked" by a variety of external stimuli such as thought leaders, industry
experts, entertainers and designers who expand our spectrum of thinking. Mindspark builds innovation
skills that can be used every day, while yielding new ideas that are relevant to our business.
- QUEST is a 12-month leadership program that provides focused, accelerated development in the areas
of leadership, change, innovation, global mindset, business performance, strategic thinking, decision
making and partnerships. Participants, with the full engagement of their leaders, apply lessons learned
to their jobs through structured individual projects and pay it forward activities.
- Adaptive Leadership is a four-day development experience for select employees at Gap Inc. designed
to build strategic capabilities needed individually and as an organization to help us achieve Gaps vision
to become the worlds favorite for American style, and develop strategies to win through our global
brands structure.
- Our Field Apprentice Program brings field employees into our headquarters for five-week summer
assignments. We encourage participants to share their perspectives with corporate teams. The program
is proof that increasing communication between field and headquarters makes us more effective in
achieving our business goals.
- Leading Leaders @Gap is a six-month development program that helps leaders of managers inspire
people at all levels of the company to achieve exceptional results.
- Gap Inc.s Retail Academy offers employees a variety of development and training options, including e-
learning, self-studies, classroom sessions, rotational training, business simulations, and multi-media
presentations. All academy offerings are designed to help our employees grow, develop, and better
understand how our retail business operates.
Gap Inc. employees are proud to be part of a company that places a high value on social and
environmental responsibility; their words and actions tell us so. For many, these values enter into their
choice to come and build a career here. We inform and engage them on how those initiatives relate to
what they do whether they work in Production, Store Design, or Inventory Management. We provide
an orientation for new hires that introduces them to the social and environmental responsibility
programs relevant to their roles and responsibilities.

Your EMPLOYEE's Career Development, Your COMPANY's Competitive Strengt
Career development is a powerful employee motivator and retention tool, not to mention a competitive
strength when it comes to attracting new talent -- all of which can have a profound impact on your
company's bottom line.

Happy, satisfied workers are more productive and more likely to stick around when they believe they
are valued by their employers. Discerning candidates are more attracted to organizations with a
reputation for encouraging employees' professional development.

From more than 17 years experience working with organizations that value and actively offer career
development for their employees, I share this list of ten best practices. I hope they are helpful for
implementing career development programs in your organization that will cultivate and retain the talent
you have and attract the best new employees. These initiatives are based on the philosophy that
employees themselves own their careers but an organization's HR team and managers should work
proactively to encourage and support employees' professional development.

1. Start up an in-house career development center (CDC). A CDC can boost workplace morale by honing
employees' skill sets to improve performance in their current positions and prepare them for their next
move within the company. It also provides an opportunity for your company to strengthen skills that
support its key business objectives.

If possible, set aside an appropriate space, preferably one big office or room, for employees to visit on
their own time (lunch, breaks, or after hours). Make materials available to check out for use at home.

Depending on your resources, an effective CDC would include:

Individual work-study spaces (like library carrels).
Computers with Internet browser bookmarks to career development websites such
as WetFeet.com or career-inspirations.com.
A selection of classic and popular business and career management books, such as What Color is
Your Parachute?, by Richard Bolles; Networking Works!; or my new book The Ultimate Guide to
Getting the Career You Want and What to Do Once You Have It, by Karen O. Dowd and myself.
Targeted communication to introduce the CDC, such as open houses and tours to familiarize
employees with the CDC's resources.
An on-site manager to answer questions (the HR staff could rotate shifts for this responsibility).

Continuously update the CDC's resources based on employee feedback, career development plans, and
the skills your organization needs to develop in employees for its long-term business strategy.

2. Host internal job fairs once a quarter. Filling job openings from within saves time and money -- no
hefty search firm or referral fees and existing employees are already known to be good matches for the
company.

Hosting an internal job fair is a great way to get the word out to employees about advancement
opportunities within your company. Done well, a career fair can prevent employees from looking
elsewhere when they want to make a job change. Job fairs also educate employees about other groups
within the company and germinate ideas about future opportunities they may aspire to, thereby
strengthening their long-term commitment to the organization. This better understanding can also
result in improved interaction and productivity among different groups.

Encourage employees to bring their resumes and to present themselves as if they were attending an
outside job fair.

A successful job fair would include:

A clever communication campaign to generate excitement about the fairs, such as a countdown
or a simple e-mail advertising campaign using teasers such as, "come find out about a
department that has been recognized as most admired in the industry for 5 years running" or
"talk to Jane and Alex, two directors who recently joined us from our number one competitor,
about the new product-development teams they're building".
A kick-off event such as executives serving lunch, or coffee and donuts before the fair.
An abbreviated summary of available openings and departments.
A large, open location, such as an employee cafe or parking lot.
Booths or tables staffed by each group within the company. Some groups may not be hiring now
but may want to talk with employees about future opportunities.
Signs and handouts that include an overview on each group, explaining top priorities and job
descriptions.
Refreshments -- Krispy Kreme donuts and milk, or popcorn and Slurpees have been favorites.
Resume-writing and interviewing workshops held in your CDC (before or during your job fair) to
help employees appreciate their marketability and employability. These exercises can also help
your employees understand that they need to learn new skills to compete for the best jobs.
(See "Get Results with Your Cover Letter" and "Resume Makeoves: How to Stand Out from the
Crowd.")


3. Enlist employees as teachers and mentors. Identify managers who are great at what they do and
enthusiastic about the company. Ask them to mentor new hires, high-potential employees, or all
interested employees, and to lead your new employee orientation sessions or other in-house programs.
These mentors will share the benefit of their knowledge and experience and serve as great role models.
What's more, the mentors are likely to feel more appreciated and personally invested in the company.

Mentoring can be formalized, such as facilitating the matching of mentor and protege through a buddy
system. Less formally, you could ask for mentor volunteers and note how many proteges each is willing
to take on. Build a database that employees can use to contact a mentor. The mentor and protege can
take it from there.

4. Give employees opportunities to branch out. Find ways to allow your employees to work outside of
their areas of expertise, by serving on cross-functional teams or completing short-term assignments in
other areas. Make a point of knowing what your employees' professional interests and aspirations are
and how they intersect with your organization's projected growth areas and HR needs. Identify
employees with significant potential, and create experiences (springboard roles) that will help prepare
them for future advancement.

5. Create two possible career tracks for star performers. Offer both a managerial and a technical career
track to reward strong employees. The common wisdom in most organizations is to give top performers
increased responsibility and more people to oversee -- a management career track. Some people,
however, do not enjoy or excel at managing others. Making managerial roles the only advancement
opportunities may actually discourage top performers or set them up for failure.

Including a technical advancement track, one that involves more responsibilities and pay but not more
employees to manage, is a good alternative for encouraging continued motivation in your more
autonomous star performers.

6. Hire from within when possible. Develop a recruiting process that allows current employees to
compete for openings offered to external candidates. Hold your internal applicants to the same high
standards you expect from outside candidates, but give them opportunities equal to those for outside
candidates.

If a current employee interviews for another position and is really talented but not quite right for the job
opening, you could create an intern or apprentice position that would give him or her an opportunity to
develop the needed experience and skills, in anticipation of future openings.

7. Offer a thoughtful new employee orientation. Orientations can go a long way toward building a
strong foundation for acclimating new recruits. (For more on orientations, refer to "Getting Set for
Success -- New Hire Orientations and the First 90 Days," HR Magazine, SHRM, The Employment
Management Report, May/June 2002.)

8. Hold managers accountable for employee career development. Include employee development in
your managers' performance evaluations and compensation decisions. As seasoned managers, you
know that things outside of formal performance objectives can go unnoticed among the more
immediate responsibilities.

9. Track success stories and use them in recruiting. Is there a former administrative assistant who
became a VP of sales; a financial analyst who is now director of strategic planning; a recruiter who is on
the team to start up your new operation in South America? In your recruiting efforts, illustrate your
commitment to career development by describing employees who have benefited from the
development programs and resources you offer.

Continued learning, intellectual stimulation, and career growth -- both through career broadening
opportunities and advancement -- are consistently among the top factors that candidates cite when
evaluating companies and job offers.

10. Treat ex-employees as alumni. When employees leave your organization in good standing, maintain
a relationship with them as valued alumni. Consider periodic newsletters, an alumni database, or even
alumni events. Laid off employees should also be treated with respect and kept in contact with. They are
a source of experience and skills if you need to staff up again in the future, even on a consulting basis;
they are also potential customers and ambassadors of sorts carrying forth your company's reputation to
outsiders. Also, there is the goodwill and PR factor -- the surviving employees will view the treatment of
their laid-off brethren as an indication of how they would be treated in a similar situation.

CEOs and managers often say that their most valuable asset is their people. When an organization
demonstrates that it values its employees by providing resources to help them grow within the
organization, it will be rewarded with employees who work hard and are committed to the long-term
success of the company. In short, your employees will value the company in return.

Author Bio Sherrie Gong Taguchi has served as Vice President of University Recruiting for Bank of
America, Director of Corporate Human Resources for Dole Packaged Foods, and Assistant Dean of the
Stanford MBA Career Management Center.

She is co-author of The Ultimate Guide to Getting the Career You Want and What to Do Once You Have
It (McGraw-Hill), a book for people in all phases of their careers who aspire to meaningful, dynamic
careers over a lifetime.


Facilitating Employees Career Development
In the workplace, the word career is used often by leaders, but can mean different things to different
types of employees. Traditionally, the concept of a career was defined in the same way for everyone
and there was only one way to achieve success in a career by climbing the corporate latter and staying
with the organization for years. While that may have been true 15-20 years ago, it is no longer the case
as it relates to building a career.
Organizations no longer guarantee life-time job security through traditional career paths. Instead, the
responsibility is now placed on employees to manage their own careers. In response to these changes,
employees have developed alternate ways to build successful careers that suit their motivations and
desires. Technology, outsourcing, globalization, contract work and generational expectations have
morphed jobs and careers into varied forms.
In todays work world, it is important that leaders demonstrate skills that help employees build their
desired career paths and act as career collaborators by creating opportunities for the development of
career enhancing skills. In order to be successful, leaders need to realize that they are not managing
employees careers but rather are facilitating them along their desired paths.
Supporting Career Development
The objective of any career development conversation or career management process is to retain high
performing employees longer. That means either longer tenure within the team or longer tenure within
the organization. Gone are the days when leaders can rely on employees remaining in the organization
for their entire career, or expecting that employees will simply follow the career paths that are pre-
determined by the organization.
While career paths are still important for organizations to build and communicate, these paths should
act only as a framework or guideline for leaders. It is critical to take time to understand how each
employeesdefines career, assist employees in reaching that definition, and act to remove barriers so
employees can achieve their desired career goals.
Career Development Paths
Historically, career path contained small, incremental upward moves over ones tenure with an
organization. As the nature of business has changed, employees have taken greater ownership over
their career development, adopting a more transitory approach versus the upward linear career path.
There are four types of career paths available:
The Linear Career Path
A linear, hierarchy-based career path is one in which employees work hard and over time rise up
a predictable path to the next level until they can no longer climb. Today, this is not the only
desired or available option and the odds of employees pursuing this path are becoming much
less likely.
The Expert Career Path
This path rewards the development of skills in a specific field without making it necessary to
move upward into management levels. This path has changed core, stable work forces into
highly-skilled, mobile and adaptable workforces
The Spiral Career Path
The spiral career path allows employees to make a series of lateral moves between different
functional areas within the same organization. It allows human resources departments to focus
on retaining talent by providing employees with new and challenging tasks that broaden their
experience.
The Transitory Career Path
This path allows employees to avoid depending on any one organization. Employees are able to
build and maintain a portfolio of competencies, which allows them to quickly respond to
changes in the job market. While employees on this path rarely rely on formal employer-
provided career planning, it is critical that leaders learn how to hold career development
discussions with their employees. This allows them to keep employees longer by helping them
build their portfolio within the organization.
Generational Considerations
Many leaders tie loyalty with career goals. If an employee does not want his or her career to remain
with the same team, organization or industry, the leader judges the employee as being disloyal. For
Traditionalists and Baby Boomers, it is important to gain their trust so that they will feel comfortable
enough to be honest with you about their career goals.
Many Gen X and Gen Y employees have little trepidation with discussing career desires with leaders. It is
important that, when having these conversations with Gen Xs and Gen Ys, you do not take personal
offense to any comments. Challenge Gen Xers to propose new ways that they can develop their desired
career skills within their current roles.
Gen Ys are also candid about their desired career paths, but may be less realistic as to the speed by
which those goals can happen in your organization. It is important to paint a clear picture of which
career paths are possible within your organization and to help Gen Ys identify their career motivations.
For more on facilitating employees career development, please see chapter two in Upgrade Now: 9
Advanced Leadership Skills available at www.ngenperformance.com/book.

For Career Development
Your support for career development is important because:
Current information about the organization and future trends helps employees create more realistic
career development goals
Focus on skill development contributes to learning opportunities
Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction
A greater sense of responsibility for managing one's own career contributes to self-confidence
Career planning and development clarifies the match between organizational and individual employee
goals
It's cost-effective to use your own staff talent to provide career development opportunities within your
department
Career development increases employee motivation and productivity
Attention to career development helps you attract top staff and retain valued employees
Supporting career development and growth of employees is mandated by the Philosophy of Human
Resources Management
How to Support Career Development
Refer to Career Development for the career development competencies assessment.
Annually, conduct an individual development plan and career discussion with employees and require
other supervisors in your department to do the same.
Hold supervisors in your department accountable for supporting employee development efforts.
Create programs and activities to provide skill development, such as job rotation, cross-training,
mentoring, internships, coaching, and career strategy groups.
Recognize that your role includes providing support and/or release time for staff members'
development beyond their current jobs.
Support requests for flexible work arrangements from staff members.
Serve as a role model by participating in career and professional development opportunities yourself.
See staff members' applications for other positions as a healthy sign of a dynamic workplace.
Support lateral moves within your organization.
Create job vacancy listings that allow for the most diverse applicant pool while honoring transferable
skills.
Roles You Can Play
COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining open,
effective communication and ongoing encouragement. You can improve your coaching by:
Encouraging two-way dialogue
Showing employees how to identify their skills, interests, and values
Scheduling uninterrupted career development discussions
ADVISOR: Provides organizational information, realities, and resources to employees. You can improve
your advising by:
Helping employees develop realistic career goals based on your department's needs and their individual
development plans
Helping employees understand the current opportunities and limitations on the campus
Advising employees on the feasibility of various career options
APPRAISER: Evaluates employees' performance in an open, candid way and relates this to potential
opportunities. You can improve your appraisal skills by:
Providing frequent feedback in a way that fosters development
Conducting performance appraisals that define strengths, weaknesses, and career development needs
Relating current performance to future potential in realistic ways
Using an individual development plan as a tool for continual feedback and development
REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You
can improve your referral agent skills by:
Helping employees formulate development plans and consulting on strategies
Providing opportunities for experience, exposure, and visibility, such as committees and task forces)
Using personal resources who you know and what you know to create opportunities
Assisting in seeking employees' placement lateral or vertical


Chapter 11: Employee Development & Training
The challenges associated with the changing nature of work and the
workplace environment are as real for the campus as elsewhere. Rapid
change requires a skilled, knowledgeable workforce with employees
who are adaptive, flexible, and focused on the future.
As a manager, one of your key responsibilities is to develop your staff.
The Philosophy of Human Resources Management (Appendix B) states
that you can:
Flextime Scheduling:
Guidelines and Procedures
A Supportive Work
Environment Initiative
"Encourage growth and career development of employees by coaching, and by helping employees
achieve their personal goals at UCSF and beyond...[you can develop] human resources by providing
adequate training... encouragement of staff development, and opportunities for growth."
The campus recognizes that employee development requires a shared responsibility among the
institution, you, and the employee. In this partnership:
The institution
Ensures that policies and programs facilitate the continuing development of staff
You
Work with staff to: assess and provide feedback on their skills and interests; select training and
development activities that match their career development objectives and job needs; use
the Development & Training catalog as a tool to tell employees about training and development
opportunities on campus and to create an annual development plan; stay informed of current policies
and practices that support employee development; follow up with employees after a learning activity to
integrate new skills and knowledge into their responsibilities
The employee
Takes initiative to assess skills and interests and seek development activities that match needs; works
with you to identify training and development objectives
Most employee development and training programs fall under the following categories:
Management Development; Career Development; Basic Skills; Professional Skills; Technical Training;
Supervisory Skills
Your support of training and development creates a "Win" for the employee and for your workplace.
You will have:
Employees with upgraded skills, working to their full potential and equipped to deal with the changing
demands of the workplace; employees with higher morale, career satisfaction, creativity, and
motivation; increased productivity and responsiveness in meeting departmental objectives
Career Development
Management Development
Other Resources

Career Development
Career development is the ongoing acquisition or refinement of skills and knowledge, including job
mastery and professional development, coupled with career planning activities. Job mastery skills are
those that are necessary to successfully perform one's job. Professional development skills are the skills
and knowledge that go beyond the scope of the employee's job description, although they may
indirectly improve job performance.
Since career development is an ongoing, dynamic process, employees may need encouragement and
support in reviewing and re-assessing their goals and activities. You are in a key position to provide
valuable feedback and learning activities or resources. Formal training and classes away from the job are
effective in providing new information, but adult learners also need to practice new skills. Therefore,
you can contribute significantly to your staff member's career development by supporting career
development activities within your department.
Guiding Principles
Your support for career development is important because:
Current information about the organization and future trends helps employees create more
realistic career development goals
Focus on skill development contributes to learning opportunities
Opportunities for promotion and/or lateral moves contribute to the employee's career
satisfaction
A greater sense of responsibility for managing one's own career contributes to self-confidence
Career planning and development clarifies the match between organizational and individual
employee goals
It's cost-effective to use your own staff talent to provide career development opportunities
within your department
Career development increases employee motivation and productivity
Attention to career development helps you attract top staff and retain valued employees
Supporting career development and growth of employees is mandated by the Philosophy of
Human Resources Management
How to Support Career Development
Refer to the Employee Development & Training catalog for the career development course
listings.
Annually, conduct an individual development plan and career discussion with employees and
require other supervisors in your department to do the same.
Hold supervisors in your department accountable for supporting employee development efforts.
Create programs and activities to provide skill development, such as job rotation, cross-training,
mentoring, internships, coaching, and career strategy groups.
Recognize that your role includes providing support and/or release time for staff members'
development beyond their current jobs. Refer to the Education and Development Leave
policy and the Flextime Scheduling: Guidelines and Procedures policy.
Support requests for alternate work schedules from staff members.
Serve as a role model by participating in career and professional development opportunities
yourself.
See staff members' applications for other positions as a healthy sign of a dynamic workplace.
Support lateral moves within your organization.
Refer employees to the Staff Internship Program to explore opportunities to apply for career
development internships or self-initiate an internship in an area of special interest.
Create job vacancy listings that allow for the most diverse applicant pool while honoring
transferable skills.
Roles You Can Play
COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining open,
effective communication and ongoing encouragement. You can improve your coaching by:
Encouraging two-way dialogue
Showing employees how to identify their skills, interests, and values
Scheduling uninterrupted career development discussions
ADVISOR: Provides organizational information, realities, and resources to employees. You can improve
your advising by:
Helping employees develop realistic career goals based on your department's needs and their
individual development plans
Helping employees understand the current opportunities and limitations on the campus
Advising employees on the feasibility of various career options
APPRAISER: Evaluates employees' performance in an open, candid way and relates this to potential
opportunities. You can improve your appraisal skills by:
Providing frequent feedback in a way that fosters development
Conducting performance appraisals that define strengths, weaknesses, and career development
needs
Relating current performance to future potential in realistic ways
Using an individual development plan as a tool for continual feedback and development
REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You
can improve your referral agent skills by:
Helping employees formulate development plans and consulting on strategies
Providing opportunities for experience, exposure, and visibility, such as committees and task
forces)
Using personal resources who you know and what you know to create opportunities
Assisting in seeking employees' placement lateral or vertical
Management Development
The management and leadership development process is flexible and continuous, linking an individual's
development to the goals of the job and the organization. Management development programs on
campus give you the opportunity to develop a broad base of skills and knowledge that can be applied to
many jobs on campus. D&T's management development curriculum is changing. The overarching goal is
a comprehensive curriculum for managers and supervisors to develop the necessary core competencies
to become excellent leaders. The Employee Relations Unit also provides training for managers and
supervisors, along with performance management tools. Expanding management core competencies
will enable campus managers to keep pace with the demands of a changing organization. Enroll in the
Supervisory Certificate Program courses to learn more about supervisory core competencies and roles at
the D&T Course Enrollment Catalog.
Guiding Principles
Management development activities can:
Encourage growth and career development of employees as stated in the Philosophy of Human
Resources Management
Improve skills and knowledge that can be immediately applied at work
Increase motivation and job satisfaction
Create a network of colleagues for problem-solving and support
Promote communication and planning throughout campus and department networks
How to Support Management Development
Model the behavior you are encouraging; don't neglect your own development.
Discuss and create a development plan during the performance planning cycle.
Endorse employees attending classes and activities that support development plans and goals.
Discuss what the employee learned in classes and support integrating new ideas/methods.
Provide timely behavioral feedback on performance and discuss ways to improve and develop
further.
Provide opportunities for your employees to develop through mentoring, cross-training,
internships, campus staff organizations, professional associations, committee and task force
assignments, skill assessment programs, and university degree and extension programs.
Other Resources
Employee Development & Training Unit in Human Resources

Management Skills Assessment Program