1. 9 Developing Employees For Future Success What Do I Need to Know?
Chapter 9
Developing Employees
For Future Success
What Do I Need to Know?
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.
 5.  Summarize principles for setting up 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 challenge of the “glass ceiling”, succession planning, and dysfunctional managers.

2. 2 of 16
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.
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3. Development and Training
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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.
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4. Features of Training and Development
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5. Development for Careers
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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.”
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6. Approaches to Employee Development
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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
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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
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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.
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9. Myers-Briggs Type Indicator
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Myers-Briggs Type Indicator
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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
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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
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12. Interpersonal Relationships
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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
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13. Systems for Career Management
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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
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14. Steps and Responsibilities in the Career Management Process
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Steps and Responsibilities in the Career Management Process
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15. Development-Related Challenges
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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
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16. Dysfunctional Managers
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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
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