1. Employee Development: Creating Favorable Conditions Management Participation Provide top management support Provide collaboration between line managers and HR managers Train management personnel Setting Goals Plan human resources strategy Changing HR Policies Provide for job rotation Provide outplacement service Announcing the Program Explain its philosophy

2. Introduction Employee development is the combination of formal education, job experience, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. Human resource management establishes a process for employee development that prepares employees to help the organization meet its goals.

3. Development and Training The definition of development indicates that it is future oriented. Development: Prepares employees for other positions Increases employees’ ability to move into jobs that may not yet exist Helps employees prepare for changes in current jobs Training traditionally focuses on helping employees improve performance of their current jobs. l

4. Development for Careers In the traditional view, a career consists of a sequence of positions within an occupation or organization. Protean career: a career that frequently changes based on changes in the person’s interest, abilities, and values and in the work environment. The traditional career requires “knowing how” or having the appropriate skills and knowledge to provide a particular service or product. A protean career requires that employees “know why” and “know whom.”

5. Approaches to Employee Development Employee development often focuses on mangers, but development is useful for all levels of employees. The many approaches to employee development fall into four broad categories: Formal education Assessment Job experiences Interpersonal relationships

6. Formal Education Organizations may support employee development through a variety of formal educational programs either at the workplace or offsite. Formal education programs may include: Workshops Short courses offered by consultants or universities University programs offered to employees who live on campus during the program Executive MBA programs

7. Assessment Assessment is collecting information and providing feedback to employees about their behavior, communication style, or skills. Information for assessment may come from the employees, their peers, managers, and customers. The most frequent uses of assessment are: to identify employees with managerial potential, to measure current managers’ strengths and weaknesses, and to identify managers with potential to move into higher-level executive positions Methods and sources of information used in developmental assessment include: performance appraisals, psychological tests, and ratings of behaviors and style of working with others Tools used for assessment include: Myers-Briggs Type Indicator, assessment centers, the Benchmarks assessment, performance appraisal, and 360-degree feedback.

8. Assessment Centers At an assessment center, multiple raters evaluate employees’ performance on a number of exercises. The primary use of assessment centers is to identify whether employees have the personality characteristics, administrative skills, and interpersonal skills needed for managerial jobs. The types of exercises used in assessment centers include: Leaderless group discussions Interviews In-basket exercises Role plays Interest and aptitude tests Personality tests

9. Job Experiences Most employee development occurs through job experiences. These are the contributions of relationships, problems, demands, tasks, and other features of an employee’s job. Various job assignments can provide for employee development: Job enlargement Job rotation Transfers Promotions Downward moves Externships Sabbaticals

10. Interpersonal Relationships Two types of relationships used for employee development are: Mentoring Mentoring programs tend to be most successful when they are voluntary and participants understand the details of the program Coaching Coaches may play one or more of three roles: Working one-on-one with an employee Helping employees learn for themselves Providing resources such as mentors, courses, or job experiences.

11. Systems for Career Management Employee development is most likely to meet the organization’s needs if it is part of a human resource system of career management. A basic career management system involves four steps: Self-assessment Reality check Goal setting Action planning

12. Steps and Responsibilities in the Career Management Process

13. Development-Related Challenges Three widespread challenges facing organizations are: Glass ceiling: refers to the invisible barrier that keeps women and minorities from reaching the top jobs Succession planning Dysfunctional behavior by managers

14. Dysfunctional Managers Dysfunctional behaviors include: Inability to be a team player Arrogance Poor conflict management skills Inability to meet business objectives Inability to adapt to change

15. Successful Career-Management Practices Placing clear expectations on employees. Giving employees the opportunity for transfer. Providing a clear and thorough succession plan Encouraging performance through rewards and recognition. Giving employees the time and resources they need to consider short- and long-term career goals. Encouraging employees to continually assess their skills and career direction.