Employee Development

1. Employee Development Growth and Development Plan 2012

2. Engineering Effective Performance • Numerous case studies and employee surveys focused on Performance improvement (PI), Human performance technology (HPT), and Human performance improvement (HPI) uncovered that most employees find meeting performance expectations and advancing their careers very challenging and sometimes impossible to meet due to the following: • Unclear expectations • Lack of adequate information • Untimely or non-specific feedback • The focus of the employee development engineering effective performance initiative will be founded on S.M.A.R.T expectations. This will create and environment of clear expectations, requirements, and progress assessments.

3. Key Focuses • The three suggested key focuses for the employee development human capital initiative for 2013 are as follows: • Training: • New Hire • Certification programs • OTJT • Development: • Internships • Mentoring • Job Shadowing • On Site and Off Site workshops • Education: • Tuition Reimbursement • Career Transition program

4. Program Design Each program will be segmented into to two key categories. Those categories will be individual and environmental. These critical initiatives will take into account adaptation and performance. The TrainingProgram will be focused on new hire non-exempt and exempt employees. The training program will target developing specific skills and knowledge relevant to their role with success being measured against accuracy and efficiency. The Internal Development Program will be focused on support roles that target career advancement in leadership and operations roles. This will be accomplished through a systemic mentoring, internship, and job shadowing strategy that enables the subjects to perform specific task to measure decision making, skill, and application. The Education Program will enable employees that meet specific criteria to utilize tuition reimbursement and attend career and education workshops.

5. Development Strategy As with the A.G Edwards learning center our programs will break out into a learning and development center and education and career pathing. We will develop a continued learning leadership team that will be responsible fro targeting learning initiatives fro new hire ands existing employees. Continued learning leadership team This team will be responsible for identifying developmental objectives , the program design, and offering quarterly developmental learning opportunities. The team will also be responsible for keeping the New Hire learning program current across the industry. The team will also be responsible for partnering with local universities to customize career pathing strategies that support on boarding new and existing employees with new knowledge and skills to complement the companies mission and vision.

6. References Dr. Harold Stolovitch. The difference between training and employee development. Laureate Education INC. [Video] Noe, R. A. (2010). Employee training and development (5th ed.). New York, NY: McGraw Hill. Stolovitch, H. D., & Keeps, E. J. (2004). Training ain’t performance. Alexandria, VA: ASTD Press. Chapter four Thomas Gilbert .published Human Competence: Engineering Worthy Performance. http://debwagner.info/hpttoolkit/gilbert_bem_hpt.htm