1. 12-1 Copyright © 2005 Prentice-Hall Chapter 13 Developing People Management: A Skills Approach, 2/e by Phillip L. Hunsaker Copyright © 2005 Prentice-Hall

2. 12-2 Copyright © 2005 Prentice-Hall Learning Objectives Competently Interview Job Candidates Adhere to Anti-Discriminatory Regulations Help Employees Through Assistance and Education Develop Others Through Delegation Provide Meaningful Feedback for Learning Coach Employees About Performance Problems at Work Counsel Employees About Personal Problems and Careers Mentor Employees for Long-Term Development

3. 12-3 Copyright © 2005 Prentice-Hall Why Developing Employees is Important More competent employees are: More productive More satisfied Make a manager’s job easier

4. 12-4 Copyright © 2005 Prentice-Hall Employees are more motivated and satisfied when managers help them. Resolve their personal problems Develop skill competencies Build an exciting career plan

5. 12-5 Copyright © 2005 Prentice-Hall Methods for Selecting Employees Application Form Background Investigations Written Tests Performance Simulations Interviews

6. 12-6 Copyright © 2005 Prentice-Hall Performance Simulations Work SamplingAssessment Centers

7. 12-7 Copyright © 2005 Prentice-Hall Interview Problems Similarity error Halo error Horns error Contrast error Premature closure Previous bias Forgetfulness

8. 12-8 Copyright © 2005 Prentice-Hall Suggestions for Interviewing Structure a fixed set of questions for all applicants Have detailed information about the job Minimize prior knowledge of applicant’s background Ask questions that require applicants to give detailed accounts of actual job behaviors Use a standardized evaluation form Take notes during the interview Avoid short interviews that encourage premature decision-making

9. 12-9 Copyright © 2005 Prentice-Hall Closed-Ended Questions Do you prefer the night shift or the day shift?

10. 12-10 Copyright © 2005 Prentice-Hall Open-Ended Questions What were your major accomplishments in your last job?

11. 12-11 Copyright © 2005 Prentice-Hall Probing Questions Can you give me an example of how you cut costs?

12. 12-12 Copyright © 2005 Prentice-Hall Hypothetical Questions What would you do and say if the customer swore at you?

13. 12-13 Copyright © 2005 Prentice-Hall Skill Guidelines for Interviewing Candidates 1.Review job description and job specification 2.Prepare a structured set of questions for all applicants 3.Review the candidates application before meeting him or her 4.Open the interview by putting the applicant at ease

14. 12-14 Copyright © 2005 Prentice-Hall Skill Guidelines for Interviewing Candidates 5.Ask your questions and listen carefully to the answers 6.Give the candidate a chance to ask questions 7.Close the interviewing by explaining what happens next 8.Write your evaluation of the applicant while the interview is still fresh in your mind

15. 12-15 Copyright © 2005 Prentice-Hall Anti-Discrimination Requirements Regulations require valid testing and limit what questions can be asked on an application or during an interview.

16. 12-16 Copyright © 2005 Prentice-Hall 10 Most Dangerous Topics to Raise During an Interview Children Age Disabilities Physical characteristics Woman’s name Citizenship Lawsuits Arrest record Smoking AIDS or HIV

17. 12-17 Copyright © 2005 Prentice-Hall When Developing Employees Decide to Assist or Educate Determine the source of the problem Demonstrate positive regard

18. 12-18 Copyright © 2005 Prentice-Hall Ways of Developing Employees Delegating Providing meaningful feedback Coaching about performance problems Counseling about personal problems and careers Mentoring for long-term development

19. 12-19 Copyright © 2005 Prentice-Hall Delegation Process Clarify the assignment Specify the employee’s range of discretion Allow the employee to participate Inform others that delegation has occurred Establish feedback controls When problems surface, insist on recommendations from the employee

20. 12-20 Copyright © 2005 Prentice-Hall Provide Meaningful Feedback Feedback conveys to employees that you care about how they’re doing. Feedback can induce a person who previously had no goals to set some. Feedback tells people how well they’re progressing toward their goals.

21. 12-21 Copyright © 2005 Prentice-Hall Coaching and Counseling CoachingCoaching is the ongoing process of helping employees improve their work performance.

22. 12-22 Copyright © 2005 Prentice-Hall Coaching Skills Continuously assess ways to improve Create a supportive climate Influence employees to change their behavior

23. 12-23 Copyright © 2005 Prentice-Hall CounselingCounseling is the discussion of an emotional problem in order to resolve it, or help the employee cope with it better.

24. 12-24 Copyright © 2005 Prentice-Hall Mentoring Managers formally pair up with employees to help show them the ropes and provide emotional support and encouragement on an ongoing basis.