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DEVELOPING EMPLOYEES FOR FUTURE SUCCESS (Assessment Tools (Performance…
DEVELOPING EMPLOYEES FOR FUTURE SUCCESS
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 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.
Job experiences: combination of tasks, relationships, problems, demands and other features of an employee’s jobs.
Most employee development occurs through job experiences.
Key job experience events include: Job assignments, Interpersonal relationships, Types of transitions
Through these experiences, managers learn how to handle common challenges, and prove themselves.
Interpersonal relationships: employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member: Mentoring, Coaching
Assessment Tools
Myers-Briggs Type Indicator (MBTI)®
Most popular test for
employee development.
Assessment consists of 100 + questions about how the person feels or prefers to behave in different situations.
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.
Performance Appraisal
: can be useful for employee
development under certain conditions
Appraisal system must tell employees specifically about their performance problems and ways to improve their performance.
Employees must gain a clear understanding of differences between current and expected performance.
Appraisal process must identify causes of performance discrepancy and develop plans for improving performance.
Leaderless Group Discussion
360-Degree Feedback
can be used for development
purposes:
Raters identify an area of behavior as a strength of the employee or an area requiring further development.
Results presented to employee show how rating on each item and how self-evaluations differ from other raters’ evaluations.
Individual reviews results, seeks clarification from raters, and sets specific development goals based on strengths and weaknesses identified.
Career Management System
Feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans.
Data Gathering:
Self-Assessment
Use of information by employees to determine career interests, values, aptitudes, behavioral tendencies, and development needs.
Goal Setting
Based on information from self-assessment and reality check, employee sets short- and long-term career objectives.
Level of skill to apply
Work setting
Desired positions
Skill acquisition
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 high potential employees who will be able to fill top management positions.
Dysfunctional Managers
: Manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even “toxic” – stifles ideas and drives away good employees.
Six dysfunctional
behaviors include:
insensitivity to others
inability to be a team player
arrogance
poor conflict management skills
inability to meet business objectives
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: Assessment, Training, Counseling