Development Overview Generic 032810
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The document provides an overview of management and leadership development. It defines development as organized learning activities that improve job performance and personal growth. The benefits of investing in development include attracting and retaining talent, improving engagement and productivity, and gaining a competitive advantage. Development activities are categorized as learning through experience, others, and education. On-the-job activities like assignments, projects and job changes are effective ways to develop skills when possible. Development is a shared responsibility between employees and their organizations.
Development Overview Generic 032810
- 1. An Overview of Management/Leadership Development Andy Berman Human Capital Architect
- 2. By the end of this session, you will be able to: Define management/leadership development Describe the benefits of investing in management/leadership development Explain the preferred philosophy regarding development List and describe different categories of development activities Identify development activities for different development needs Objectives
- 3. Agenda/Outline Development Defined Types of Development Activities On-the-Job Development Development Planning with Employees
- 4. “Development” Defined Development consists of “organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization.” 1 It involves an employee acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in his/her current job or prepare him/her for future jobs 1 (Gilley, J.W. & Eggland, S.A., Principles of Human Resource Development, Addison-Wesley, NY, 1989, p. 5)
- 5. Why invest in development? To attract high-quality candidates To retain good employees To build bench strength To improve engagement and productivity Engaged employees perform 20% better than peers 1 To develop or maintain a competitive advantage Companies that invest in leadership development outperform their peers 1 1 Corporate Leadership Council
- 6. Costs of Turnover $18,615 $17,315
- 7. A Positive Development Philosophy Providing all employees with developmental enrichment and on-the-job training to help employees perform optimally and grow professionally. Additionally, for those who may be capable of taking on greater leadership responsibilities, providing targeted development experiences to accelerate leadership growth and enhance leader impact.
- 8. Development Philosophy, continued Not all developmental experiences involve promotions. It is frequently appropriate for employees to move laterally or even take a step back on a salary band to gain essential experiences. Above all, it is important to remember that development is a shared responsibility among the employee, manager and company . The company provides the opportunities to learn and the manager provides guidance and support, but the employee ultimately owns the direction, pace and outcome of his/her professional development.
- 9. Types of Development Activities
- 10. Types of Development Activities Development activities can be categorized into three “buckets” Learning that occurs through EXPERIENCE Learning that occurs through OTHERS Learning that occurs through EDUCATION EXPERIENCE OTHERS EDUCATION
- 11. Learning Through Experience Ways to develop and learn through EXPERIENCE include: Job Change Expand current job Assignments and/or special projects EXPERIENCE
- 12. Types of Development Activities, cont. Job Change – transferring an employee to a new job in a different organization or functional area Pros – forces the employee to: Use and/or learn new skills Adapt to new environment and demands Cons – Opportunities “few and far between” – organizational constraints Potential employee failure if employee “not ready” Potential negative impact on organization and business
- 13. Types of Development Activities, cont. Expand Current Job – significantly increasing the scope, responsibilities and/or span of control of an employee’s current position Pros – forces the employee to: “ Stretch” and enhance current skills Learn and apply new skills Adapt to new demands Cons – Not always possible – organizational constraints Potential employee failure if employee “not ready” Potential negative impact on organization and business
- 14. Types of Development Activities, cont. Assignments/Special Projects – using targeted assignments that offer the employee the opportunity to learn, practice and apply new skills that address a specific development need Pros – Offers opportunity to: “ Stretch” and enhance current skills Learn and apply new skills Relatively safe – potential negative impact can be managed by type of assignment and degree of oversight Cons – Challenge in finding appropriate assignment/project that matches development need Potential employee failure if employee “not ready” Potential negative impact on organization and business depending upon type of assignment/project
- 15. Characteristics of a Developmental Experience 1 For development to occur through experience, five or more of the following characteristics should be present: Success/failure are both possible and will be obvious Aggressive, “take-charge” leadership is necessary Working with new people, many people or both is necessary Additional pressure is created (e.g., deadlines, high stakes, heavy travel, etc.) 1 From Center for Creative Leadership’s “Eighty-Eight Assignments for Development in Place”
- 16. Characteristics of a Developmental Experience, continued Requires influence without authority or control Involves high variety and/or new, unfamiliar situations Will be closely watched by “those whose opinions count” Requires building a team, starting something from scratch, “fixing” a team, operation, or project in trouble
- 17. Characteristics of a Developmental Experience, continued Contains a major strategic component and is intellectually challenging Involves interacting with an especially good (or bad) supervisor Something important is missing, e.g., lack of top management support, credibility, alignment with strategy, etc.
- 18. Learning Through Others Ways to develop and learn through OTHERS include: Feedback Mentoring Coaching OTHERS
- 19. Types of Development Activities, continued Feedback (e.g., 360-degree feedback) – using a standardized behavior-based instrument to provide feedback to an employee regarding the frequency or effectiveness of behaviors considered necessary for success. Pros – Raises awareness of positive and negative behaviors frequently resulting in behavior change Helps employee identify specific areas for development Minimal risk/impact on organization Cons – Dependent in part on individuals selected as respondents. Can be “skewed”. Frequent lack of formal follow-up to assess behavior change Employee may discount others’ perceptions
- 20. Types of Development Activities, continued Mentoring/Coaching – providing the employee with timely, specific feedback regarding development needs. Includes providing suggestions for improvement and feedback regarding improvement efforts Pros – Raises employee’s awareness of positive and negative behaviors Reinforces positive behavior change Minimal risk/impact on organization Cons – Dependent on employee’s willingess to accept and act on feedback Dependent on feedback provider’s ability to provide constructive feedback and guidance Feedback provider not likely to be available to observe all behaviors
- 21. Learning Through Education Ways to develop and learn through EDUCATION include: Internal or External Training Instructor-led, E-learning Blended Self-paced learning Books, Audio/Video, Web EDUCATION
- 22. Types of Development Activities, continued Training – formal, structured content delivery developed using instructional design methodologies and adult learning concepts. Includes instructor-led, e-learning, and blended learning. Pros – Offers opportunity to: Learn and practice new skills in “safe” environment Interact with content experts and get questions answered Interact with and learn from others Cons – Cost and time Frequent lack of follow-up to assess transfer of learning Frequent lack of reinforcement back on job
- 23. Types of Development Activities, continued Self-Paced – refers to books, audio/video or online learning. Learning occurs when/where the employee chooses. Pros – Flexibility Focused content Generally low cost Cons – Difficult for organization to track/monitor No method to ensure transfer of learning Difficult to provide reinforcement for new behaviors
- 25. When to Use Which Development Activity Use on-the-job activities whenever possible Use on-the-job development (i.e., development that occurs while you are at work) to enhance existing skills and behaviors Use training and self-paced learning to introduce new skills or knowledge or to bring existing knowledge “up-to-date” because of significant advances in the content area (e.g., software development). When considering “training”, ask yourself “Could the employee do what is needed if his/her life was at stake?” If the answer is “No”, then training is appropriate If the answer is “Yes”, look at other development activities or other reasons for the performance gap
- 26. Examples of On-The-Job Development Activities Four categories of on-the-job development: 1 Small projects and start-ups Emphasize persuasion, learning new content quickly, working under time pressure, and/or dealing with new groups of people Small scope jumps and “fix-its” Emphasize team-building, individual responsibility, dealing with the boss, developing subordinates and/or time pressure 1 From Center for Creative Leadership’s “Eighty-Eight Assignments for Development in Place”
- 27. Examples, continued Four categories of on-the-job development, cont. Small strategic assignments Emphasize intellectual pressure, influence skills, and a lack of credibility in some area Coursework/Coaching assignments Emphasize missing something one needs to know and intellectual pressure
- 28. Small projects and start-ups Plan an offsite meeting for senior leaders Plan a new call center site Staff a new call center Lead a task force on a pressing business issue Manage the allocation of office space and furnishings at a new Cingular location Examples, continued
- 29. Small scope jumps and “fix-its” Manage an ad-hoc problem-solving team of experts in different organization or functional area Assign a project in which the last person failed Manage cost-cutting efforts for a department or function Assign to work on something he/she “hates” to do Examples, continued
- 30. Small strategic assignments Spend a week with a customer, write report, and present summary to peers and/or management Facilitate a “post-mortem” on a failed or under-performing project Interview external stakeholders on their view of the organization Research recent trends in functional area, summarize and present to others Examples, continued
- 31. Coursework/Coaching assignments Teach a course Design a training course Spend a day with an expert in an area which impacts his/her job but with which he/she is unfamiliar Assign to work with a higher manager who is particularly good (or bad) at something Examples, continued
- 32. Summary Developing employees makes good business sense Development involves much more than simply “training” A positive development philosophy helps attract and retain top talent
- 33. What Questions Do You Have?