Employee Development Chap 9
Download as PPTX, PDF5 likes4,845 views
Chapter 9 discusses employee development as a combination of formal education, job experiences, interpersonal relationships, and personality assessments to prepare employees for future career changes. It emphasizes the importance of employee development in improving quality, addressing global competition, and adapting to technological advances. Various approaches to employee development, including formal education, assessments, job experiences, and coaching, are outlined to enhance skills and reduce turnover.
Employee Development Chap 9
- 1. Chapter 9 Employee Development McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
- 2. Formal Education Interpersonal Relationship Job Experience 9-2
- 3. Introduction • Employee development- the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. 9-3
- 5. Development is about preparing for change in the form of new jobs, new responsibilities, or new requirements. 9-5
- 7. Why is employee development important? • To improve quality. 9-7
- 8. Why is employee development important? • To meet the challenges of global competition and social change 9-8
- 9. Why is employee development important? • To incorporate technological advances and changes in work design. 9-9
- 10. Development activities can help companies reduce turnover by: • showing employees that the company is investing in the employees’ skill development 9-10
- 11. Development activities can help companies reduce turnover by: • Developing managers who can create a positive work environment that makes employees want to come to work and contribute to the company goals. 9-11
- 12. Approaches to Employee Development • Formal education programs include: – off-site and on-site programs – short courses offered by consultants or universities, executive MBA programs, and university programs. 9-12
- 13. The practice of reimbursing employees’ costs for college and university courses and degree programs 9-13
- 14. Approaches to Employee Development (cont.) • Assessment – Collecting information and providing feedback to employees about their behavior, communication style, values, or skills. 9-14
- 15. Approaches to Employee Development (cont.) • Myers-Briggs Type Indicator (MBTI) – Most popular psychological test for employee development. – Identifies individuals’ preferences for energy, information gathering, decision making, and lifestyle. – It is a valuable tool for understanding communication styles and the ways people prefer to interact with others. 9-15
- 16. Approaches to Employee Development (cont.) • Assessment center - multiple raters or evaluators evaluate employees’ performance on a number of exercises. – It is used to identify: • if employees have the abilities, personality, and behaviors for management jobs. • if employees have the necessary skills to work in teams. 9-16
- 17. Approaches to Employee Development (cont.) • Benchmarks - instrument designed to measure important factors in being a successful manager. 9-17
- 18. Approaches to Employee Development (cont.) • Performance appraisal - process of measuring employees’ performance. – Different approaches for measuring performance: • Ranking employees. • Rating their work behaviors. • Rating the extent to which employees have desirable traits believed to be necessary for job success. 9-18
- 19. Approaches to Employee Development (cont.) • Upward feedback - involves collecting subordinates’ evaluations of managers’ behaviors or skills. 9-19
- 20. Approaches to Employee Development (cont.) • Job Experiences - relationships, problems, demands, tasks, or other features that employees face in their jobs. – A major assumption is that development is most likely to occur when there is a mismatch between the employee’s skills and past experiences and the skills required for the job. 9-20
- 21. Approaches to Employee Development (cont.) • Job enlargement - adding challenges or new responsibilities to an employee’s current job. • Job rotation - providing employees with a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department. 9-21
- 22. Approaches to Employee Development (cont.) • Transfer - an employee is given a different job assignment in a different area of the company. • Promotions - advancements into positions with greater challenges, more responsibility, and more authority than in the previous job. • Downward move - occurs when an employee is given a reduced level of responsibility and authority. 9-22
- 23. Approaches to Employee Development (cont.) • Externships - employees take full-time, temporary operational roles at another company. 9-23
- 24. Approaches to Employee Development (cont.) • Interpersonal relationships – Coach - a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. • The best coaches are empathetic, supportive, practical, and self-confident but do not appear to know all the answers or want to tell others what to do. 9-24
- 25. Company Strategies for Providing Development • The most effective development strategies involve individualization, learner control, and ongoing support. 9-25
- 26. 9-26