1. Employee Development

2. Development refers to formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or future job and company.

3. It is a planned systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.
It is primarily concerned with improving the performance of managers by giving them stimulating opportunities for growth and development.

4. Comparison Between Training and Development
Focus
Current
Future
Use of work experiences
Low
High
Goal
Preparation for current job
Preparation for changes
Participation
Required
Voluntary

5. Why is employee development important?
Employee development is a necessary component of a company’s efforts to:
improve quality
retain key employees
meet the challenges of global competition and social change
incorporate technological advances and changes in work design

6. Approaches to Employee Development
Assessment
Formal Education
Job Experiences
Interpersonal Relationships

7. Formal Education Formal education programs include:
off-site and on-site programs designed specifically for the company’s employees
short courses offered by consultants or universities
executive MBA programs
university programs in which participants actually live at the university while taking classes

8. Examples:
Schwan – Minnesota based frozen food delivery service had created its own corporate university
IBM,Home Depot depend on inhouse development programmes
GE has one of the worlds oldest and most widely known MDP centers in the world and GE develops managers at John.F.Welch Leadership center at Crotonville,NY

9. Lot of universities offer executive MBA programs …
Tuition reimbursements

10. Examples of development programs at GE
Description
Target Audience
Courses
Executive Development Sequence
Emphasis on strategic thinking, leadership, cross-functional integration, competing globally, customer satisfaction
Senior professionals and executives identified as high-potential
Manager Development
Global Business Management
Executive Development
Core Leadership Program
Development of functional expertise, business excellence, management of change
Managers
Corporate Entry Leadership
Professional Development
New Manager Development
Experienced Manager
Professional Development Program
Emphasis on preparation for specific career path
New Employees
Audit Staff
Financial Management
Human Resources
Technical Leadership

11. Important trends in executive education:
Increasing use of distance learning by many companies and universities
Companies and the education provider create short, custom courses, with content designed specifically to needs of the audience
Supplementing formal courses from consultants or university faculty with other types of training and development activities

12. Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills

13. Assessment (continued)
Used most frequently to:
identify employees with managerial potential
measure current managers’ strengths and weaknesses
identify managers with potential to move into higher-level executive positions
work with teams to identify members’ strengths and weaknesses, and factors that inhibit productivity

14. Popular Assessment Tools
Myers-Briggs Type
Indicator®
(MBTI)
Assessment Center
Benchmarks
Performance
Appraisals and
360-Degree Feedback
Systems 4

15. Assessment Tools: Myers-Briggs (MBTI)
Most popular psychological test for employee development
Used for understanding such things as:
communication
motivation
teamwork
work styles
leadership

16. Assessment Tools: Assessment Center
The assessment center is a process in which multiple raters or evaluators evaluate employees’ performance on a number of exercises
usually held at an off-site location
used to identify if employees have the abilities, personality, and behaviors for management jobs
used to identify if employees have the necessary skills to work in teams

17. Examples of Skills Measured by Assessment Center Exercises
In-basket
Scheduling Exercise
Leaderless Group Discussion
Personality Test
Role Play
Leadership X
Problem solving
Interpersonal
Administrative
Personal

18. Assessment Tools: Benchmarks
Benchmarks© is an instrument designed to measure important factors in being a successful manager
Items measured are based on research that examines the lessons executives learn at critical events in their careers
This includes items that measure managers’ skills in dealing with subordinates, acquiring resources, and creating a productive work climate

19. Skills Related to Managerial Success
Confronting problem subordinates
Team orientation
Balance between personal life and work
Decisiveness
Self-awareness
Hiring talented staff
Putting people at ease
Acting with flexibility
Resourcefulness
Doing whatever it takes
Being a quick study
Building and mending relationships
Leading subordinates
Compassion and sensitivity
Straightforwardness and composure
Setting a developmental climate

20. Assessment Tools: Performance Appraisals
Performance appraisal - the process of measuring employees’ performance
Approaches for measuring performance:
ranking employees
rating work behaviors
rating the extent to which employees have desirable traits believed to be necessary for job success (e.g., leadership)
directly measuring the results of work performance (e.g., productivity)

21. Assessment Tools: 360-Degree Feedback System
Peers
Manager
Rating Form
Rating Form
Self
Rating Form
Rating Form
Customers
Subordinates

22. Job Experiences
Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs
Most employee development occurs through job experiences
A major assumption is that development is most likely to occur when there is a mismatch between the employee’s skills and past experiences and the skills required for the job

23. Methods/techniques of MDP
Decision making skills
In Basket exercises
Business Games
Case study
Interpersonal skills
Role play
Sensitivity training
Behavior modeling
Job knowledge
On the job experiences
Coaching
Understudy

24. Organizational knowledge
Job Rotation
Multiple management
General Knowledge
Special courses
Special meetings
Special readings
Specific Individual needs
Special Projects
Committee assignments

26. To be successful in their jobs, employees must stretch their skills.
They must be forced to learn new skills, apply their skills and knowledge in a new way, and master new experiences.

27. Job Demands and Lessons Learned from Them
Making transitions
Unfamiliar responsibilities
Proving yourself
Creating change
Developing new directions
Inherited problems
Reduction decisions
Problems with employees
Having high level of responsibility
High stakes
Managing business diversity
Job overload
Handling external pressure
Being involved in non-authority relationships
Influencing without authority
Facing obstacles
Adverse business conditions
Lack of top management support
Lack of personal support
Difficult boss

28. Characteristics of Effective Job Rotation Systems (1 of 2)
Job rotation is used to develop skills as well as give employees experience needed for managerial positions
Employees understand specific skills that will be developed by rotation
Job rotation is used for all levels and types of employees
All employees have equal opportunities for job rotation assignments

29. Characteristics of Effective Job Rotation Systems (2 of 2)
Job rotation is linked with the career management process so employees know the development needs addressed by each job assignment
Benefits of rotation are maximized and costs are minimized through managing time of rotations to reduce workload costs and help employees understand job rotation’s role in their development plans

30. Interpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member
Two types of interpersonal relationships used to develop employees:
Mentoring
Coaching

31. Characteristics of Successful Formal Mentoring Programs: (1 of 2)
Mentor and protégé participation is voluntary
relationship can be ended at any time without fear of punishment
Mentor-protégé matching process does not limit the ability of informal relationships to develop
Mentors are chosen on the basis of:
their past record in developing employees
willingness to serve as a mentor
evidence of positive coaching, communication, and listening skills

32. Characteristics of Successful Formal Mentoring Programs: (2 of 2)
The purpose of the program is clearly understood
The length of the program is specified
A minimum level of contact between the mentor and protégé is specified
Protégés are encouraged to contact one another to discuss problems and share successes
The mentor program is evaluated
Employee development is rewarded

33. Coaching Relationships
Coach – a peer or manager who works with employees to:
motivate them
help them develop skills
provide reinforcement and feedback
Coaches need to be able to suggest effective improvement actions

34. The Development Planning Process
The development planning process involves:
identifying development needs
choosing a development goal
identifying the actions that need to be taken by the employee and the company to achieve the goal
determining how progress toward goal attainment will be measured
investing time and energy to achieve the goal
establishing a timetable for development

35. Development Planning (continued)
An emerging trend in development is that the employee must initiate the development planning process
The development approach used is dependent on the needs and development goal

36. Responsibilities in the Development Planning Process: (1 of 2)
Employee Responsibility
Company Responsibility
Opportunity
How do I need to improve?
Assessment information to identify strengths, weaknesses, interests, and values
Motivation
Am I willing to invest the time and energy to develop?
Company assists in identifying personal and company reasons for change.
Manager discusses steps for dealing with barriers and challenges to development.
Goal Identification
How do I want to develop?
Company provides development planning guide.
Manager has developmental discussion with employee.

37. Responsibilities in the Development Planning Process: (2 of 2)
Employee Responsibility
Company Responsibility
Criteria
How will I know I am making progress?
Manager provides feedback on criteria
Actions
What will I do to reach my development goal?
Company provides assessment, courses, job experiences, and relationships
Accountability
What is my timetable?
How can I ask others for feedback on progress toward my goal?
Managers follows up on progress toward developmental goal and helps employees set a realistic timetable for goal achievement

38. Company Strategies for Providing Development:
Individualization
Learner Control
Ongoing Support