1. Chapter 9
Employee Development

2. Objectives
Discuss current trends in using formal education for development purposes.
Relate how assessment of personality type, work behaviors, and job performance can be used for employee development.
Describe the benefits that protégés and mentors receive from a mentoring relationship.
Explain the characteristics of successful mentoring programs.
Tell how job experiences can be used for skill development.
Explain how to train managers to coach employees.
Describe the steps in the development planning process.

3. Four Approaches to Development
Formal Education Programs
Assessment
Myers-Briggs Type Indicator (MBTI)
Assessment Center
Benchmarks
Performance appraisal
Upward feedback
360-degree feedback

4. 360-Degree Feedback
Raters include self, boss, direct reports, peers, customers
Report includes comparison between self and other ratings
Feedback identifies discrepancies
Results used to identify developmental goals and plans
Manager encouraged to discuss results with rater group

5. 360-Dregree Feedback：Development Planning Activities
Understand Strengths and Weaknesses
Review ratings
Identify agreement and disagreement between self and “other” ratings
Agreement poor and agreement good
Disagreement good (lack confidence)
Disagreement Poor (blind spot)
Identify a Development Goal

6. Development Planning Using 360-Degree feedback (con’t)
Identify Process for Recognizing Goal Accomplishment
Identify Strategies for Reaching Goal
Courses, readings, experiences, mentor
Feedback and reinforcement

7. Four Approaches to Development (con’t.)
3. Job Experiences
Job Enlargement
Job Rotation
Transfers
Promotions
Downward Moves

8. Development Through Job Experiences
Assume that employees develop when faced with challenging situations
Assume challenging situations stimulate development because they provide the opportunity and motivation to learn
Extent of challenge experience and skills, task-related job features, work context
Job experiences not promotions

9. Four Approaches to Development (con’t.)
4. Interpersonal Relationships
Mentoring
Coaching

10. What is Mentor ?
Experienced productive employee who helps to develop a less experienced employee
Group Mentoring
Experienced employee with 4-6 less experienced employees
Learning assignments

11. What types of Development Might a Mentor Provide?
Socialization
Transfer of training
Provide visibility / break into circle of influence
Special Assignments
Ease transition from geographic relocation

12. Pitfalls to Mentoring Relationships
Unrealistic expectations
Problems with managers
Resentment from non-participants
Poor Matches
Lack of commitment

13. Potential Benefits Mentee (Protégé)
Exposure and visibility, exposure to network
Sponsorship
Coaching
Advice
Role Model, Friendship
Job Experiences
Identify resources and resource persons

14. Potential Benefits (con’t)
Mentor
Recognition
Expanded knowledge of organizational isues
Increased personal satisfaction
Improved interpersonal and problem-solving skill
Greater power base

15. Misconceptions About Mentoring
Only the junior person benefits
Always a positive experience
Programs are the same in all work settings
Mentors are available to all employees
Mentoring is the key to individual growth and development

16. Characteristics of a Successful Mentoring Program
Relationships can be ended at any time without fear of punishment
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, evidence of coaching, communications, and listening skills

17. Characteristics of Successful Program (con’t)
Program purpose is clearly specified.
Projects and activities are identified
Length of program is specified
Relationships can continue beyond the specified time
Minimum level of contact is specified
Mentees are encouraged to network with each other

18. Characteristics of Successful Program (con’t)
Development is rewarded
The program is evaluted
Interviews
surveys

19. Steps in the Development Planning Process
Opportunity
Goal identification
Criteria
Actions
Timeline