Employee Development and career Management

Approaches to Employee Development

Formal Education

Formal Education Program

In-house development program

Program tied directly to business need

Program outcome easily evaluated using company metrics

Short courses

ex: consultants & university programs

Can get senior-level management involved

Executive Education

Executive MBA Program

Blended-learning approach

Face-to-face instructions

Between sessions

Work on line with assignments

Team Projects

Tuition Reimbursement

Practice of reimbursing employees' costs for college or university courses and degree programs

Face-to-face classroom instruction

online learning

blended-learning

Increase employee retention rates & readiness for promotion

Assessment

Collecting information & providing feedback to employees about their behaviour, communication style/skills

Personality test & Inventories

Measure openness to new experiences

Conscientiousness/Dependability

Emotional Stability

Assertiveness

Ability to get along with people

Assessment Center

Multiple raters/evaluators evaluates employees' assessment performance

employees' administrative & interpersonal skills

Leaderless group discussion

Interview/Role play

In-basket simulation

Performance Appraisal & 360 degree feedback System

Upward feedback

Appraissal that involves collecting subordinates' evaluation of managerial behaviour & skills

360-degree feedback systems

employees' behaviour/skills are evaluated not only by subordinates but by peers, customers & their bosse

Benefits

Collecting multiple perspectives of manager's performance

allowing employees to compare own evaluation with others

formalizing communication about behaviours & skill ratings

Potential limitation

Time demand placed on the raters to complete the evaluations

managers seeking to identify & punish raters who provide negative information

the need to have facilitator to help interpret the results

companies' failure to provide ways that managers can act on he feedback provided

Effective 360-degree feedback system

Resourceful

Ability to face obstacles

Building & mending relationships

Leading subordinates

Compassion & sensitive

Straight-forward & steadfast

confronting problems & team oriented

Job Experiences

Enlargement of current Job experience

Promotion

Transfer/Lateral move/Job rotation

Temporary assignment projects/volunteer work

Downward move

Externship

The Relationship among Development Training and careers

How to Match Job Experience vs Employees Needs & Goals

Interpersonal Relationship

Mentoring

Group mentoring programs

Benefits

career support

coaching,sponsorship

Phychosocial support

Role model

Coaching

peer/manager motivates, develop skills & provide reinforcement & feedback

Successful planning

Identifying,evaluating, developing and tracking high potential employees

Process of developing a successful plan

Assessing & making development plan using 9 Box Grid

Issues in succession planning

Developing managers with dysfunctional behaviours

Onboarding process

DEVELOPMENT NEEDS-identify what skills ,knowledge n behavior required to do the job well

Encouraging employees to acquire new or advanced skills, knowledge, and view points, by providing learning and training facilities, and avenues where such new ideas can be applied.

development

prepare them for other position in the company & increase their ability to move into jobs that may nt yt exist

focus on future-oriented

helps employees prepare for changes in their current jobs that may result frm new technology,work design,new customers or new product markets

voluntary participation

ex :-supervisor to manager

ex: old machine need 5 steps to produce 1 product,new machine need 3 steps only

training

helping employee performances in their current job

the employee must attend

career

context of mobility with in an organization

ex:staf engineer-seniour engineer thn to manager

protean career

with the goal of psychological sucess in 1 work&

employee take a major responsibility for managing their career

Subtopic

ex:siti take break from her current job to work at management deparment ..it could improve her managerial skill n it also help to evaluate if she like managerial work more thn her current job

psychological success

u cn achieve what u want to achive

ex:mariam working as bank officer, c resign in age 55,then se interest in farming thn she studied onlineand visit local farm then she open her own farming

psychological success is more under employee control bt traditional career was controlled by availability of positions in the company

Traditional tools wait for things to happen—an appropriate job to appear online, a response to a resume, a phone call about an applicationic

SYSTEM RETAIN N MOTIVATED EMPLOYEE BY IDENTIFYING N HELPING TO MEET THEIR DEVELOPMENTS NEEDS

DEVELOPMENT PLANNING SYSTEM

use of info by employee to determine
their career interest, value attitudes n behavior

steps in development planning process

self assessment

Reality check

info tht employee receive ab hw the company evaluates their skills n knowledge n where they fit into company 's plan(promotion)

provided by manger based on performance appraisal

using 360 degree feed back :employee self evaluation of their behavior,manger reports or customer evaluation( forms or points)

performance based on employee job performance(6 month or 1 year), related with pay such as promotion and salary increment

action plan

written strategy(steps taken to achieve the goal)tht employee determine how they wil achieve their short and long term career goals

ex: training, additional asessment, finding a coach n obtaining new job experience

goal setting

process of employee developing short n long run development objective

the goals related to the position tht employee want to achieve such as become sales manager within 3 years,skill application-use budgeting skis to improve the unit of cash flow and skill acqusition=hw to touse hr information system