Professional Documents
Culture Documents
Objectives
1. Discuss current trends in using formal
education for development. 2. Relate how assessment of personality type, work behaviors, and job performance can be used for employee development. 3. Describe the benefits that protgs and mentors receive from a mentoring relationship.
Objectives (continued)
4. Explain the characteristics of successful
mentoring programs. 5. Tell how job experiences can be used for skill development. 6. Explain how to train managers to coach employees.
Objectives (continued)
7.
Explain the key features of an effective development strategy and how e-learning incorporates them.
planning process. 9. Discuss the employees and companys responsibilities in the development planning process.
Development refers to formal education, job experiences, relationships, and assessments of personalities and abilities that help employees prepare for the future.
Participation
Required
Voluntary
Job Experiences
Formal Education
Formal education programs include:
off-site and on-site programs designed specifically for the companys employees short courses offered by consultants or universities executive MBA programs university programs
Description
Emphasis on strategic thinking, leadership, crossfunctional integration, competing globally, customer satisfaction Development of functional expertise, business excellence, management of change Emphasis on preparation for specific career path
Target Audience
Senior professionals and executives identified as highpotential
Courses
Management Development Global Business Executive Development
Managers
Corporate Entry Leadership Professional Development New Manager Development Experienced Manager Audit Staff Financial Management Human Resources Technical Leadership
New Employees
Assessment
Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills. Used most frequently to:
identify employees with managerial potential measure current managers strengths and weaknesses identify managers with potential to move into higher-level executive positions Work with teams to identify members strengths and weaknesses, and factors that inhibit productivity
Benchmarks
ssessment enter
MBTI (continued)
Examples of how used:
Can be used by salespeople who want to become more effective at interpersonal communication by learning things about their own personality styles and the way they are perceived by others. Can help develop teams by matching team members with assignments that allow them to capitalize on their preferences. Can help employees understand how the different preferences can lead to useful problem solving.
X X
X X X
Conditions under which performance measurement is useful for development: The appraisal system must give employees specific information about their performance problems and ways they can improve their performance:
Providing a clear understanding of the differences between current performance and expected performance. Identifying the causes of the performance discrepancy. Developing action plans to improve performance.
Managers must be trained in providing performance feedback. Managers must frequently give employees performance feedback. Managers also need to monitor employees progress in carrying out the action plan.
Manager
Self
Customers
Rating Form
Rating Form
Subordinates
Activities involved in development planning using the 360-degree feedback process: 1. Understand strengths and weaknesses.
Review ratings for strengths and weaknesses. Identify skills or behaviors where self and others ratings agree and disagree.
2. Identify a development goal. Choose a skill or behavior to develop. Set a clear, specific goal with a specified outcome.
Job Experiences
Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs. Most employee development occurs through job experiences.
To be successful in their jobs, employees must stretch their skills. They must be forced to learn new skills, apply their skills and knowledge in a new way, and master new experiences.
Enlargement of Current
Job Rotation
(Lateral Move)
Transfer
(Lateral Move)
Job Experiences
Externship
Characteristics of Effective Job Rotation Systems Job rotation is used to develop skills as well as give employees experience needed for managerial positions. Employees understand specific skills that will be developed by rotation. Job rotation is used for all levels and types of employees.
Characteristics of Effective Job Rotation Systems Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment. Benefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotations role in their development plans. All employees have equal opportunities for job rotation assignments.
(continued)
Interpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member. Two types of interpersonal relationships used to develop employees:
Mentoring Coaching
Relationship Self selecting Source of influence Personal returns Arena Perceived value
Characteristics of Successful Formal Mentoring Programs: Mentor and protg participation is voluntary.
Relationship can be ended at any time without fear of punishment.
Mentor-protg matching process does not limit the ability of informal relationships to develop. Mentors are chosen on the basis of their past record in developing employees, willingness to serve as a mentor, and evidence of positive coaching, communication, and listening skills.
Characteristics of Successful Formal Mentoring Programs: (continued) The purpose of the program is clearly understood. The length of the program is specified. A minimum level of contact between the mentor and protg is specified. Protgs are encouraged to contact one another to discuss problems and share successes. The mentor program is evaluated. Employee development is rewarded.
Employee Responsibility
How do I need to improve?
Company Responsibility
Assessment information to identify strengths, weaknesses, interests and values Company provides development planning guide. Manager has developmental discussion with employee Manager provides feedback on criteria
Goal Identification
Criteria
Actions
Company provides assessment, courses, job experiences, and relationships Managers follows up on progress toward developmental goal and helps employees set a realistic timetable for goal achievement
Time
Learner Control
Ongoing Support