Human Resource Development

1. build. develop. benefit Human Resource Development Human Resource Development 4

3. Employee Development Program at Cardinal Health (The largest provider of health care products and cervices in the world) Development Activities Improvement Program 10 Leadership Core Competencies • Customer Orientation • Personal Leadership • Business Acumen • Team Player • Innovation/Risk Taker • Results Orientation • Integrity • Strategic Thinker • Interpersonal Skills • Maturity • Training programs • Job experiences • Mentoring programs Assess The Strengths And Weaknesses of Managers or Potential Managers • RESULTS • Individual competencies • Leadership capabilities

4. APPROACHES TO EMPLOYEE DEVELOPMENT FORMAL EDUCATION ASSESSMENT 4 APPROACHES JOB EXPERIENCES INTERPERSONAL RELATIONSHIP

5. FORMAL EDUCATION • In general these programs include : • Lectures by business experts or professors • Business games and simulations • Adventure learning • Meeting with customers Harvard University programs : • Executives Level • High-potential upper-level managers • General Managers • Motorola, IBM, GE, Metropolitan Financial, and Dow have T & D Centers or Corporate Universities, offers: • One- or two-day seminars • Week-long programs • Degree program (MBA, etc)

6. Schwan and General Physics – development & assessment : • Identify competencies (schwan, 15 competencies) • 360-degree feedaback to evaluate managers’ competencies in line with : • Change management • Leadership • Motivation • Managing conflict • Performance and empowerment • The Various purposes of Education Programs: • Job-specific skills • Increase self-confidence • Getting valuable knowledge, ie : globalization affects a company’s structure • Learn new ways of thinking and looking at problems

7. Development Programs at General Electric

8. ASSESSMENT • Collecting information and providing feedback to employees about their behavior, communications style, or skills. • To identify employees with managerial potential • To measure current managers’ strengths and weaknesses • To identify potential managers to move into higher-level executive positions • To identify individual team members’ strengths and weaknesses

9. Assessment Methods • Performance Appraisal Information • Psychological tests, to measure : • Employees’s skills • personality type • Communication styles • Myers-Briggs Type Indicator (MBTI) - Tool • To identify individual gain interpersonal strength and vitality, covers : Extroverts (E), Introverts (I) • To understand : communication, motivation, teamwork, work styles, and leadership. • Assessment Center • Process in which multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises. It is usually held at an off-site location. The number of employees being assessed is around 6 to 12 employees. • To identify : • personality characteristics, administrative skills, and interpersonal skill

10. Assessment Methods • Type of exercise : • Group discussions • Interviews • In-baskets • Role play • Benchmarks • Instruments designed to measure important factors in being a successful manager. Items that are measured included : • Dealing with subordinates • Acquiring resources • Creating a productive work climate

11. Assessment Methods • Performance Appraisal and 360-Degree Feedback Systems • Performance Appraisal is the process of measuring employees’ performance. To evaluate employees’ behaviors and skills, done by : • Subordinates • Peers • Customers • Boss • Themselves

12. 360-degree feedback systems Rating Form Rating Form PEERS MANAGERS SELF Rating Form SUBORDINATES Rating Form CUSTOMERS

13. JOB EXPERIENCES • JE refers to relationships, problems, demands, tasks, or other features that employees face in their jobs. • ---- Mismatch between the employees’ skills and past experiences and the skills required for the jobs. • To overcome this mismatch, employees must be forced to learn : • New skills • Apply their skills and knowledge in a new way, and master new experiences • Various ways of JE for employees development : • Job enlargement • Job Rotation (lateral move) • Promotion • Transfer (lateral move) • Downward mover • Temporary Assignment with another organization

14. Greater challenges • More responsibility • More authority Promotion Enlargement of Current • Different job assignment in a different area of the company Job Rotation (Lateral Move) Transfer (Lateral Move) Job Experiences • Various functional area • Single functional area • Placement at the • different company Temporary assignment with another organization • Reduced level of res- • ponsibility and authority Downward Move

15. INTERPERSONAL RELATIONSHIP • Employee development which is implemented by interacting with a more experienced organizational member to enhance / increase their skills and knowledge. • Mentoring • Coaching • Mentoring • A mentor is an experienced, productive senior employee who helps develop a less experienced employee. It is a process to absorve a behavior of employee senior based on the situation. • Power and achievement • Emotional stability • ----- Career support and psychosocial support

16. Coaching • A coach is a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. • 360-degree assessment • Feedback • Role of mentor

17. THE DEVELOPMENT PLANNING PROCESS CHOOSING DEVELOPMENT GOALS DEVELOPMENT NEEDS ACTION MISSION MISSION MISSION

18. The Development Planning Process • To identify development needs, choosing a development goal, identify the action that need to be taken by the employee and the company to do the things as follows : • Achieve the goal • Progress measurement • Investing time and energy • Establishing a timetable for development • The things to be considered by employees to identify development needs : • What they want to do • What they are interested in doing • What they can do • What others expect of them Current Capablities / Interest Type of work or position in the future Development Needs

19. Responsibilities in the Development Planning Process

20. Company Strategy For Providing Development • Strategy – 1 • Top-Level Executives • Senior Managers • Employees who is identified as high potential • Strategy – 2 • Lower-Level Managers – who play a critical role in motivating and retaining employees • Strategy – 3 • To require all employees to devote a specific number of hours • To spend a certain amount of money on development

21. Learning model of E-Learning and Employee Development • Management Quick Views • Practical information related to business • Leadership/management competencies • Productivity, and HR issues • Interactive Learning Modules and Simulations • Empahasize people and task management • Problems, issues, case study – learn by viewing video • Collaborative Learning • Via company internet with tutors, team members, customers • Learning Labs • To emphasize peer learning and the development of a learning community • Challenging activities, assignments --- increased self awareness, workteam.

22. UNDERSTANDING EMPLOYEE DEVELOPMENT Developing Intellectual Capital Business Strategy Developing Managerial Talent • Employee Development • Career Management • Succession Planning • Development Methods • Individual Development Plan