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DEVELOPING EMPLOYEES FOR FUTURE SUCCESS - Coggle Diagram
DEVELOPING EMPLOYEES FOR FUTURE SUCCESS
Employee Development
The combination of formal education, job experiences,
relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
Training, Development, and Career Management
Development and Training
Development for Careers
Protean career (sự nghiệp biến hóa):
A career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment
Approaches to Employee Development
Formal Education (giáo dục chính quy)
Include workshops designed specifically for the organization's employees, short courses
Create short courses with content designed specifically for the audience
Assessment
Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills
Comes from employees, peers, managers, or customers
Psychological Profiles
Myers-Briggs Type Indicator (MBTI)
identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing in4 for team building and leadership development
DISC:
Brand of assessment tool that identifies individuals' behavioral patterns
Influence
means the person emphasizes relationships and persuasion
Steadiness
means the person emphasizes cooperation, sincerity, and dependability
Dominance
means the person emphasizes resuts and displays confidence
Conscientiousness
means the person emphasizes
quality and accuracy, displaying competency
Assessment Centers
Typical an off-site location at which multiple rates or evaluators (assessors) evaluate employees' performance on a number of exercises, usually as they work in a group
Leaderless group discussion:
an assessment center exercise in which a team of five to seven employees is assigned a problem and must work together to solve
it within a certain time period.
Performance Appraisals and 360-Degree Feedback
Performance appraisal
, or formal process for measuring employee performance, is a major component of performance management
360-degree feedback
- performance measurement by the employee’s supervisor, peers, employees, and customers
Interpersonal Relationships
Mentor:
an experienced, productive senior employee who helps develop a less-experienced employee (protégé)
Coaching:
a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback
Roles
Helping employees learn for themselves
Providing resources such as mentors, courses, or job experiences
Working one-on-one with an employee, as when giving
feedback
Job Experience
Job Enlargement:
adding challenges or new responsibilities to eployees' curent job
Job Rotation:
moving employees through a series of job assignments in one or more functional areas
Job Experiences
- the combination of relationships, problems, demands, tasks, and other features of an employee’s jobs.
Transfers, Promotions, and Downward Moves
Downward Move:
Assignment of an employww to a position with less responsibility and authority
Promotion:
Assignment of an emplyees to a position with greater challenges, more responsibility, and more authority than in the previous job, usually accompanied by a pay increase
Transfer:
the organization assigns an employee to a position in a different area of the company, usually in a lateral move
Temporary Assignments with Other Organizations
Externship:
a full-time temporary position at another org.
Sabbatical:
a leave of absence from an org. to renew or develop skills
System for Career Management
(4 steps)
Feedback
Information employers give employees about their skills and knowledge and where these assets fit into the organization’s
Goal setting
Career objectives determined
Desired positions
Level of skill to apply
Work setting
Skill acquisition
Data Gathering
Self-assessment:
the use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies, and development needs
Variety of psychological tests
and tools to use in self- assessment
Action planning & Follow-up
( Final step)
Plans may involve combination of development methods
Outcome takes form of career development plan
Employees prepare action plan to achieve career goals
Development-Related Challenges
The Glass Ceiling
Caused by a lack of access to training programs, to appropriate developmental job experiences, and to developmental relationships such as mentoring.
Use development systems to help break through the glass ceiling.
Circumstances resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.
Succession Planning
Process for Developing a Succession Plan
(8 steps)
Measure Employee Potential
Review and Plan to Meet Development Needs
Define Job Requirement
Link Succession Planning with Other HR Systems
Identify Employees to Include
Provide Feedback to Employees
Identify Positions to Plan For
Measure the Plan's Effectiveness
Dysfunctional Managers
( Don't support development)
May otherwise be competent but engage in behaviors that
make them ineffective or event “toxic”
• Insensitivity to others
• Inability to be a team player
• Arrogance
• Poor conflict-management skills
• Inability to meet business objectives
• Inability to adapt to change
Succession Planning
The process of identifying and tracking high-potential employees who will be able to f ll top management positions when they become vacant
• Senior management regularly reviews leadership talent
• Ensures critical talent is available
• Provides development experience that managers must complete
• Helps attract and retain managerial employees
