Chapter 9 Learning Objectives 1.Discuss how development is related to training and careers. 2.Identify the methods organizations use for employee development.

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Presentation transcript:

Chapter 9 Learning Objectives 1.Discuss how development is related to training and careers. 2.Identify the methods organizations use for employee development. 3.Describe how organizations use assessment of personality type, work behaviors, and job performance to plan employee development. 4.Explain how job experiences can be used for developing skills.

Chapter 9 Learning Objectives (continued) 5.Summarize principles of successful mentoring programs. 6.Tell how managers and peers develop employees through coaching. 7.Identify the steps in the process of career management. 8.Discuss how organizations are meeting the challenges of the “glass ceiling,” succession planning, and dysfunctional managers.

What is Employee Development? Employee development:

Training versus Development TRAININGDEVELOPMENT FocusCurrentFuture Use of work experiences LowHigh GoalPreparation for current job Preparation for changes ParticipationRequiredVoluntary

Four Approaches to Employee Development

Approaches to Development Formal Education Assessment Interpersonal Relationships Job Experiences

Assessment Tools

The Career Management Process

Self Assessment Instrument

Development-Related Challenges

Indra Nooyi became the first woman CEO of PepsiCo in Her success at the company gives her the distinction of being one of the women to break through the glass ceiling. Fortune 500 Women CEOS

Process for Developing a Succession Plan

Dysfunctional Managers A manager who is otherwise competent may engage in some behaviors that make him or her ineffective – someone who stifles ideas and drives away employees. These 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

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