Developing Employees

1. Developing Employees • Human Resources Management and Supervision 7 OH 7-1

2. Chapter Learning Objectives • Explain the function of employee development. • Describe how to set employee development goals and identify opportunities. • Explain alternative employee development methods. • Describe the coaching process.

3. Develop Employees

4. Why Employee Development? • Employees require all skills needed for the job. • Advanced skills can increase productivity. • Employees need different knowledge and skills. • Changes in equipment or procedures may be made. • New governmental regulations may be mandated. • Employees desire different jobs.

5. Employee Development Programs • These can be formal or informal programs. • They can involve all employees. • The responsibility for employee development rests with the operation, the supervisor, and the employee.

6. Employee Development Process Identify developmental goals. Determine how to make improvements. Evaluate the results.

7. Employee Development Planning Meeting • What—meeting to plan employee development goals and how they will be achieved • When—in conjunction with, but separate from, an employee’s performance review • How—a planned series of steps

8. Development Planning Meeting Process Identify time frame. Discuss learning styles. Discuss developmental needs. Select developmental methods. Create list of developmental goals. Set review/ completion date.

9. Preparing and Starting Employee Development Planning Meetings • Meet in a quiet and private place. • Have a clear agenda, collect data about the employee’s developmental needs, and use an outline. • State that you want to help the employee to improve. • Consider a time frame for development. • Listen to the employee’s needs and concerns.

10. An Employee DevelopmentPlanning Meeting • Being prepared for and sincerely interested in helping the employee to improve will help to assure a successful meeting.

11. Discussion Topics in Goal-Setting Session • Current work assignments and required knowledge and skills • Current skills and knowledge of the employee • Corrective actions, if any, that are needed • Employee’s career plans, and the skills and knowledge required to meet his/her goals

12. Types of Developmental Goals • To attain a skill or knowledge • To improve a skill or attitude

13. Setting Employee Development Goals • Each employee’s goals will likely be unique, but they should support the operation’s overall goals. • Managers can help staff establish personal and professional goals and to align them correctly.

14. Determining Opportunities for Development • Within the operation, including general and cross-training • Opportunities within the community • Formal education programs • Trade/professional association resources • Community library materials • Internet resources

15. Establishing and Implementing the Development Plan • The supervisor-employer agreement must address • The plan’s time frame and goals • Method(s) for development • How the method(s) will be monitored and measured • The supervisor and employee should meet as agreed to discuss progress and provide feedback.

16. How Would You Answer the Following Questions? • The _______ is the person most responsible for an employee’s development. • A _______ represents the difference between the skills an employee has, and the skills that are needed. • A manager (should/should not) ask staff to clarify personal development goals. • A manager’s feedback and encouragement given during an employee’s development is an example of _______.

17. Employee Development Method—Cross-Training Step 1 –Prepare a list of important skills in each job. Step 2 –Identify the employees to be cross-trained. Step 3 –Implement cross-training opportunities.

18. Employee Development Method—Coaching • Observe work behavior. • Analyze work behavior. • Describe behavior and consequences. • Listen to employee’s side. • Give feedback. • Develop alternative corrections. • Select correction to utilize. • Set completion/review date.

19. The Coaching Process • Addresses performance behaviors rather than personal traits • Is needed for all hourly employees— not just those aspiring to supervisory positions • Provides feedback, makes suggestions for changes, and helps the employee to improve

20. Apprenticeship Informal learning Job rotation Mentoring On-the-job training (OJT) External training/education Self-study Special projects Temporary assignments Other Employee Development Methods

21. Employee Development Programs Can Be Ineffective • It is difficult to modify attitudes. • Training may not overcome physical capabilities and aptitudes. • Some people cannot learn certain things.

22. How Would You Answer the Following Questions? • What are the two strongest employee developmental methods? • What traits are important when considering candidates for cross-training? • It (is/is not) difficult to improve attitudes by training. • A single event can frequently move an employee all the way to a final goal. (True/False)

23. Key Term Review • Attitudes • Coaching • Cross-training • Developmental goals • Employee development goals • Employee development process

24. Key Term Review continued • Employment development program • Employee goals • Employee performance goals • Knowledge • Skill gap • Skills

25. Chapter Learning Objectives—What Did You Learn? • Explain the function of employee development. • Describe how to set employee development goals and identify opportunities. • Explain alternative employee development methods. • Describe the coaching process.