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Chapter 9 Employee Development

Chapter 9 Employee Development. 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.

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Chapter 9 Employee Development

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  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

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