1. HFT 2220 DEVELOPMENT PROGRAMS

2. Development Programs Helps our employees get better every day Helps employees achieve their goals Puts the person in sync with their position and place Leads to career development

3. Career Development vs. Performance Appraisals Performance Appraisals Short term: based on past performance Career Development Long term: Looks to the future

4. Career Development A program to assist employees in their own personal growth and maturity in the workplace Employee responsibilities Management responsibilities Company responsibilities

5. Employee Responsibilities Self assessment of abilities, interest and values Analyzing career options Deciding on objectives and needs Communicating Mapping out plans Pursuing the action plan

6. Management Responsibilities Act as a catalyst in the planning process Realistic Counsel the employee Follow up

7. Company Responsibilities Provide a career planning model Provide training Provide skills training & on the job opportunities

8. Advantages of a Career Development Program to the Company Succession planning Promotion potential Qualified pool Cross training Retention/Turnover Reduced recruiting expense Minimize issues / job dissatisfaction Teamwork Improved communication Preparation for change Releases workforce potential

9. Advantages to the Employee Uncovers hidden interests Improved attitude Job satisfaction Realistic promotion expectations Develop talent potential Take responsibility for growth & development Recognition Realistic career goals Handle current job responsibilities

10. Continuing Education Professional improvement Professional service Professional growth Professional learning Interaction Professional commitment Personal benefits Increased job security

11. Growth in Professional Development Required by occupations Train employees Certify employees Changing environment New developments Accountability Employer Society

12. Professional Development Allows employees to: Maintain their current position Provide mobility Promotions

13. Professional Development on the Job Improves processes Something new Represent management Coaching Special assignments Lead a task force Practice a skill or behavior Seek assignment to stretch your strengths Follow up

14. Professional Development from Others Join or lead a community group Volunteer with a community organization Make presentations to civic organizations Model other competent people

15. Professional Development Off the Job Attend workshops and training courses Attend seminars Take adult education classes Read Research Certification courses and exams

16. Certification Programs Certification – Not a license Certificate Certificate Programs Certification Usually requires an exam

17. Factors for Supporting Continuous Learning Job activities allow people pursue their interests Job assignments expose employees to new ideas Work schedule which allow free time to work on new ideas Financial support Career programs for internal advancement Programs for skill development Arrange for special speakers Skills development programs Awards Life skills training Other external influences

18. Other Factors in a Development Program Identify company’s mission and goals Assist employees in determining personal goals and needs Obtain information pertaining to organizational needs and priorities Develop action plans matching employee needs with company needs Provide feedback and guidance

19. Evaluation of Development Programs Why evaluate? Improve the programs Increase effectiveness Assess value Justify existence Aid in identifying future candidates Accountability Credibility Increase likelihood of continuous development

20. Kirkpatrick’s Levels of Evaluation Reaction Learning Behavior Results ROI

21. Level 1 - Reaction Provides: Feedback Suggestions for improvement Standards of performance

22. Standards What do you want to find out? Written comment sheet Quantifiable Anonymous Open ended comments End of session Time for completion Measure satisfaction

23. Level 2 - Learning Answers the following What was learned Were skills improved Were attitudes changed By Demonstrating the skill Individual performance of the skill In depth discussion

24. Level 3 - Behavior Measured by How much knowledge gained in training is used on the job How skills are improved Has attitude changed By doing Evaluate after the program Survey others Allow time for change to take place

25. Level 4 - Results Allow time Measure before and after Repeat measurements at appropriate intervals Decide what need to be measured Report the results and modify procedures as needed

26. Level 5- ROI Return on Investment Calculates a training programs payback Net program benefits / Program costs x 100%

27. Pitfalls to Evaluation Management doesn’t want to do it People don’t want to do it Lack of data No standards exist High perception of risk Concern over privacy & confidentiality issues