MGMT 307 Chapter 9

employee development
the combo of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers
What does the definition of development indicate?
That it is future is oriented
What does training focus on?
current jobs
protean career
a career that frequently changes based on changes in the persons interests, abilities, and values in the work environment
What do employees need to do as organizations provide for employee development?
1) determine their interests, skills, and weaknesses
2) seek development experience involving jobs, relationships, and formal courses
What does career mgmt/development planning do?
helps employees select development activities that prepare them to meet their career goals and select development activities in line with their human resource needs
4 Approaches to Employee Development
1) formal education
2) assessment
3) job experiences
4) interpersonal relationships
Formal Education
-workshops
-short courses offered by universities
-executive MBA programs
-lectures
-business games
-experiential programs
Assessment
Collecting info and providing feedback to employees about their behavior, communication style, or skills
-Myers-Briggs, Benchmark, 360 feedback
What are the most frequent uses of assessment?
identify employees with managerial potential to measure current manager’s strengths and weaknesses
What must happen for assessment to support development?
the info must be shared with the employee being assessed
-employee needs suggestions
What is the most popular psychological inventory for employee development?
Myers-Briggs Type Indicator (MBTI)
Myers-Briggs Type Indicator
Psychological test that identifies individuals’ preferences for source of energy, means of gathering info, way of decision making, and lifestyle, providing info for team building and leadership development
Energy Dichotomy
indicates where individuals gain interpersonal strength and vitality
-measures as their degree of introversion or extroversion
Information Gathering Dichotomy
realtes to the preparing individuals make before making decisions
-sensing vs intuitive
Decision making dichotomy
the amount of consideration they give to their own and other’s values and feeling as opposed to the hard facts of a situation
-thinking vs. feeling
lifestyle dichotomy
describes an individual’s tendency to be either flexible or structured
-judging vs. perceiving
Assessment Center
an assessment process in which multiple raters or evaluators evaluate on a number of exercises, usually as they work in a group at an off-site location
-6-12
What is the primary use of assessment centers?
identify whether employees have the personality characteristics, admin skills, and interpersonal skills needed for managerial jobs
-leaderless group discussions, interviews, in baskets, role plays
Leaderless Group Discussion
An assessment center exercise in which a team of 5 to 7 employees is assigned a problem and must work together to solve it within a certain time period
What are assessment centers valid fo>
predicting performance, salary level, and career achievement
Benchmarks
a measurement tool that gathers ratings of a manager’s use of skills associated with success in managing
performance appraisal
process of measuring employee’s performance
When is 360 degree feedback system most effective?
if the rating instrument enables reliable or consistent ratings, assesses behaviors or skills that are job related, and is easy to use
What is a limitation of 360 degree feedback?
the method demands a significant amount of time for raters to complete the evaluations
Where does most employee development occur>
job experiences
Job Experiences
The combo of relationships, problems, demands, tasks, and other features of an employee’s jobs
-job enlargement, job rotation
What does using job experiences assume?
that development is most likely to occur when the employee’s skills and experience do not entirely match the skills required for the employee’s current job
job enlargement
adding challenges or new responsibilities to employee’s current jobs
job rotation
moving employees through a series of job assignments in one or more functional areas
When is job rotation most likely to succeed?
1) organization establishes clear policies about positions eligible for rotation
2) understand and agree upon expectations
3) goals for the program support the business
4) realistic rotation schedule
5) top mgmt is committed
6) someone is responsible for measuring whether the program is meeting its goals
transfer
assignment of an employee to a position in a different area of the company, usually a lateral move
downward move
assignment of an employee to a position with less responsibility or authority
promotion
assignment of an employee to a position with greater challenges, more responsibility, and more authority than in previous job, usually accompany by a pay increase
externship
employee development through a full time temp position at another organization
sabbatical
leave of absence from an organization to renew or develop skills
mentor
an experienced, productive senior employee who helps develop a less experienced employe (protege)
coach
a peer or manger who works with an employee to motivate them, help them develop skills, and provide reinforcement and feedback
4 steps of career mgmt process
1) data gathering
2) feedback
3) goal setting
4) action planning and follow up
data gathering
focus on competencies needed for career success
-include a variety of measures
-self assessment
self assessment
the use of info by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs
self assessment tools
myers brigss, strong campbell, self directed search
strong Campbell inventory
helps employees identify with their occupational and job interests
What do self assessments play an important role in?
career development of employees being developed for leadership roles
Feedback
info employers give employees about their skills and knowledge and were these assets fit into the organization’s plans
-maintain confidentiality
-focus on specific success factors, strengths, and improvement areas
typical goal categories
desired positions, level of skill to apply, work setting, skill acquisition
Goal Setting
involve mgmt and coaches/mentors
-specify competence and knowledge to be developed
-specify developmental methods
Action Planning and Follow Up
involve mgmt and coaches
-measure success and adjust plans as needed
-verify that pace of development is realistic
glass ceiling
circumstance resembling an invisible barrier that keep most women and minorities from attaining top jobs in organizations
What is the glass ceiling caused by?
a lack of access to training programs to approach private developmental job experiences and to developmental job experiences, and to developmental relationships such as mentoring
Succession Planning
the process of identifying and tracking high potential employees who will be able to fill top mgmt positions when they become vacant
High Potential Employees
employees the organization believes can succeed in higher level business poisons such as general manager of business unit
3 Stages of developing high potential employees
1) selection of high potential employees
2) developmental experiences
3) active involvement with the CEO
Process for Developing a Succession Plan
1) identify positions to plan for
2) identify employees to include
3) define job requirements
4) measures employee potential
5) review and plan to meet development needs
6) link succession planning with other HR systems
7) Provide feedback to employees
8) measure the plan’s effectiveness