Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. Chapter 6 Employee development Methods Requisites organizational development types OD interview career cycle development EMPLOYEE DEVELOPMENT AND CAREER MANAGEMENT

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 8-2 Employee Development and Career Management “An organization will be in a better position to achieve its goals, long- term or short-term, if its employees ate able to use their talents and abilities to the fullest extent possible.”

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 8-3 Employee Development Employee Development or Human resource development Activity focused on increasing the capabilities of employees for continuing growth and advancement in the organization.

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 8-4 Employee Development Attempt to provide employee with the ability : 1.To understand cause and effect relationship 2.To synthesize from experience 3.Visualize relationship 4.To think logically

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 8-5 Method of Employee Development Categories: 1.On the job 1)Job rotation 2)Asst to position 3)Mentoring 4)Special project 5)Committee assignment 6)Formal education 7)Outdoor training 2.Off the job

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Top management support 2.Understanding of development interrelationships ( Development Efforts rendered useless) Improper appraisal Improper placement Improper compensation Improper selection Requisites for Successful Employee Development

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 8-7 Definition: Part of HRM that deals with facilitating system wide change in the organization Long range effort Solve problems Collaborative management Effectiveness of work group Change agent Applied science ORGANIZATIONAL DEVELOPMENT

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Sensitivity training 2.Process consultation 3.Survey feedback 4.Team building 5.Inter-group development Components of OD

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved. 8-9 Types of OD Interventions OD Intervention refers to OD proponents to affect changes Classification: 1.Technical intervention 2.Administrative intervention 3.Social intervention

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved CAREER MANAGEMENT Career – refers to the pattern of work-related experiences that span the course of a person’s life. Career Development – process designed by the organization to assist employees in managing their career. Career Development System – means used to implement career development. system of process and practices designed to link an individual employee’s career goals. Career Planning - set career goals and how to achieve. Career Management – shaping the path to career progression.

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Components of Career Planning Systems 1.Self-assessment 2.Reality check 3.Goal setting 4.Action planning

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Characterized by position, stages, and transitions experienced by individual employees 1.Growth stage 2.Exploration stage 3.Establishment stage 4.Maintenance stage 5.Decline stage CAREER CYCLE

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Challenging initial job assignments. 2.Career counseling 3.Career development workshop 4.Continuing education and training 5.Periodic job change 6.Multiple career task 7.Professional associations 8.Supportive environment How the make Career Development more effective?

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Lockouts To force union stop harassing the employer Accept conditions set by management Prevent work slowdowns Prevent damage to property Prevent violence in the premises 2.Strikebreakers People are hired to replace strikers 3.Employer’s association PRESSURES USED BY THE EMPLOYER

Copyright © 2004 by South-Western, a division of Thomson Learning, Inc. All rights reserved Thank You Give instruction to a wise man, and he will be still wiser; teach a righteous man, and he will increase in learning.