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CHAPTER 8: EMPLOYEE DEVELOPMENT (Approaches to Employee Development (Job…
CHAPTER 8:
EMPLOYEE DEVELOPMENT
Introduction
Employee development
combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
Development is about preparing for change in new jobs, responsibilities, or requirements.
Training versus Development
Development for Careers
Protean career: a career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment.
To remain marketable, employees must continually develop new skills.
Approaches to Employee Development
Formal Education
These may include: Workshops, Short courses, Lectures, Simulations, Business games, Experiential programs.
Many companies operate training and development centers.
Assessment
Collecting information and providing feedback to employees about heir behavior, communication style, or skills.
Information for assessment may come from the employees, their peers, managers, and customers.
Assessment Tools
Myers-Briggs Type Indicator (MBTI)
Psychological test that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development.
Most popular test for employee development.
Assessment Centers
An assessment process in which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises, usually as they work in a group at an offsite location.
Benchmarks
A measurement tool that gathers ratings of a manager’s use of skills associated with success in managing.
Performance appraisals
Can be useful for employee development under certain conditions
360-degree feedback
Can be used for development purposes
Job experiences
Combination of tasks, relationships, problems, demands and other features of an employee’s jobs.
Most employee development occurs through job experiences.
Through these experiences, managers learn how to handle common challenges, and prove themselves.
Key job experience events include: Job assignments, Interpersonal relationships, Types of transition.
Interpersonal relationships
employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member
Coaching
Mentoring
Career Management System
Data Gathering: Self-Assessment
Use of information by employees to determine career interests, values, aptitudes, behavioral tendencies, and development needs
Feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.
Goal Setting
Based on information from self-assessment and reality check, employee sets short- and long-term career objectives.
Level of skill to apply
Skill acquisition
Desired positions
Work setting
Action Planning & Follow-Up
Employees prepare an action plan for how they will achieve their short- and long-term career goals.
Any one or a combination of development methods may be used, depending on development need and career objectives.
Development-Related Challenges
Glass Ceiling
Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.
Succession Planning
Process of identifying and tracking highpotential employees who will be able to fill top management positions.
Dysfunctional Managers
A manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even “toxic” – someone who stifles ideas and drives away employees
6 dysfunctional behaviors include
arrogance
poor conflict management skills
inability to be a team player
inability to meet business objectives
insensitivity to others
inability to adapt to change
When a manager is an otherwise valuable employee and is willing to improve, the organization may try to help him or her change the dysfunctional behavior
Training
Counseling
Assessment