T8: Employee Development (Ch 9) (Career management or development planning…
T8: Employee Development (Ch 9)
The changing nature of a 'career'
'Protean career' - ability to change regularly, versatile. The jungle gym, not the ladder. The driver is 'psychological success', i.e. pride/accomplishment.
Boundary-less careers have emerged because employees:
move across employers/professions
may identify more with a profession than an employer
consider personal/family needs when considering careers
pursue personal goals through work, not just company goals
Career resilience - the capacity to adapt to organisation changes by building portable knowledge and skills.
IDP - Individual development plan
70% comes from on-the-job
20% from relationships and informal learning
10% from formal courses
Future-oriented - focus on requirements for future changes, not directly to the employees current role
Reduces job hopping as employees feel they have good opportunities to develop skills/experiences right where they are
Training v Development (p.379)
Use of work experiences
D = High
T = Low
D = Preparation for changes
T = Preparation for current role
D = Future roles
T = Current role
D = Voluntary
T = Required
NB: The strategically integrated training and development become, the more blurred the distinction ee them will become.
Formal education programmes
Downward move to focus on something specific
Secondment or externships
NB: Consider if these create positive or negative stressors (p.395)
Group mentoring programmes
Only limited by:
Access to required knowledge/skills for implementation
Willingness towards development
Awareness of options available
Psychological testing or personality profiling
Performance assessment (table 9.5 p. 393 - Skills related to managerial success)
Career management or development planning system (p.381)
Step 3: Goal-setting
Step 2: Reality check
Step 4: Action planning
Step 1: Self-assessment
NB: Example IDP p.383
NB: Table 9.2 Design factors of effective development systems, p.384
Melting the glass ceiling, p.405
Gather data on problems causing the glass ceiling using task forces, focus groups, and questionnaires.
Create awareness of how gender attitudes affect the work environment.
Make the change public
Force accountability through reviews of promotion rates and assignment decisions
Make a business case for change
Promote development for all employees
Make sure senior management supports and is involved in the programme.
Succession planning - table 9.11, p.407
Talent inventory, p.410
9 Box grid, p.408
Do you make the 'potentials' list public? advantages and disadvantages discussed on p.411