1. MGTO 231 Human Resources Management
Training & Development II
Dr. Kin Fai Ellick WONG

2. Prologue
You may imagine the importance of the continuity of the top-management from the death of Zhuge Liang (諸葛亮）…
Right before his death, the emperor 劉禪 sent an ambassador 李福 to meet Liang
In the meeting:… (from 三國演義，第一百零四回）

3. 福謝曰：福天子命，問丞相百年後，誰可任大事者… 孔明曰：吾死之後，何任大事者，蔣公琰其宣也。 福曰：公琰之後，誰可繼之？
孔明曰：費文偉可繼之。
福又問：文偉之後，誰當繼者？
孔明不答。眾將近前視之，已薨矣。
The kingdom maintained its power right after Liang’s death, but became much weaker after the death of 費褘。

4. It is an illustration of a succession plan
A process through which senior-level openings are planned for and eventually filled
Without such a plan, the organization may not work once the leaders and the top-management leave…

6. What is career development?
An on-going and formulized effort that focuses on developing enriched and more capable workers
It is a long-term “investment” for the future needs of organizations
It involves meeting employees’ and employers’ needs

7. Training vs. development
An effort to provide employees with the abilities the organization will need in the future
Training
Much more emphasis on skills for current needs

8. Career development system
Linking organizational needs with individual needs
Organizational needs: the major strategic issues over the next few years
Critical needs and challenges?
Critical skills, knowledge, experience?
Staffing level?
Is the current strategy appropriate?

9. Individual career needs:
Getting career opportunities within an organization
Using my strengths
Addressing my development needs (needs of achievement and self-actualization)
Matching my interests, values, and personal style

10. The key issue in career development
How can we develop a system through which both the organizational needs and individual needs can be achieved
Are employees developing themselves in a way that links personal effectiveness and satisfaction with the achievement of the organization’s strategic objectives?
The better the match, the more successful the development system

12. Very similar to the training process Three phases
Assessment phase
Direction phase
Development phase

13. The Career Development Process
Assessment
Phase
Direction
Phase
Creating a development program almost always consists of three phases: the assessment phase, the direction phase, and the development phase. Although these phases are presented separately in this illustration, the phases of development often blend together in an actual program.
Development
Phase
Source: Managing Human Resources, 4th Edition, p.305

15. Assessment phase Goal: Assessment tools
To identify employees’ strengths and weaknesses
It helps employees
to choose a career that is realistically obtainable and a good fit
to determine the weaknesses they need to overcome in order to achieve their career goals
Assessment tools
Self-assessment vs. organizational assessment

16. Tools for self-assessment
Career workbooks
Career planning workshops
Three basic elements
Skill assessment exercises
To identify employee’s skills
Interest inventory
To measure a person’s occupational interests
Values clarification
Give priority to a list of values, e.g., money, family, power, etc.

17. Tools for organizational assessment
Assessment centers
Situational exercises
Have been widely used for selection, but also increasingly used for development assessment
Psychological testing
Personality and attitudes
Performance appraisal
Remember the future oriented nature of PA?

18. Promotability forecasts
Managers make decisions regarding the advancement potential of subordinates
Succession planning
Focusing on preparing people to fill executive positions
It is necessary when the organization needs key positions without interruption

20. The direction phase Goals Two approaches
To determine the type of career that employees want
To determine the steps they must take to realize their career goals
Cannot be achieved well without a careful assessment of what is needed
Must be integrated with other HRM functions, e.g., staffing, performance appraisal, and training
Two approaches
Individual career counseling vs. information services

21. Individual career counseling
One-on-one sessions
To help employee examine their career aspirations
Topics of discussion include:
Job responsibilities, interests, and career objectives
Could be done by HR staff, managers, or other professional counselors

22. Information services To provide development information to employees
No strict direction for employees
Some common channels for giving information about development:
Job-posting systems, skills inventories, career paths, and career resource centers

24. The development phase
Taking actions to create and increase skills to prepare for future job opportunities
Common development programs
Mentoring
Coaching
Job rotation
Tuition assistance

25. Mentoring
A developmentally oriented relationships between senior and junior colleagues or peers
Seniors give advices, act as role models, share contacts, and give general support

26. Coaching
Ongoing meetings between managers and their employees to discuss the employee’s career goals and development

27. Effective coaching Create a coaching context
When employees demonstrate new skills or interests, seek feedback, expresses an interest in a change in the organization, have difficulty, and mention a desire of development opportunities
Actively listen to the person
Ask questions
Give useful feedback

28. Job rotation Assigning employees to various jobs
They can acquire a wider base of skills
Increase their flexibility to choose a career path
Cross-functional training
The debate between all-rounders 通才 vs. specialists 專才

29. Tuition assistance programs
To support employees’ education and development
For courses, seminars, continuing education programs, degree programs

30. Debate
In a flat organization, a career development approach that “broadens” employees’ skills (i.e., to be an all-rounder, 通才) is more appropriate than that “deepens” their skills (i.e., to be an expert in a narrow dimension, 專才) !
Write down your arguments on the provided sheet. Try your best to approach this topic by focusing on what you have learnt from this course as well as other management courses