Employee Employee DevelopmentDevelopment

DevelopmentDevelopment refers to formal education,

job experiences, relationships, and

assessments of personality and abilities

that help employees perform effectively in

their current or future job and company.

It is a planned systematic and continuous process of learning and growth by which managers develop their conceptual and analytical abilities to manage.

It is primarily concerned with improving the performance of managers by giving them stimulating opportunities for growth and development.

Comparison Between Training and Development

Training Development

Focus Current Future

Use of work experiences

Low High

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

Why is employee development important?

Employee development is a necessary component of a company’s efforts to: improve quality retain key employees meet the challenges of global competition and

social change incorporate technological advances and

changes in work design

Approaches to Employee Development

Formal Education

Assessment

Job Experiences

Interpersonal Relationships

Formal Education

Formal education programs include: off-site and on-site programs designed

specifically for the company’s employees short courses offered by consultants or

universities executive MBA programs university programs in which participants

actually live at the university while taking classes

Examples:

Schwan – Minnesota based frozen food delivery service had created its own corporate university

IBM,Home Depot depend on inhouse development programmes

GE has one of the worlds oldest and most widely known MDP centers in the world and GE develops managers at John.F.Welch Leadership center at Crotonville,NY

Lot of universities offer executive MBA programs …

Tuition reimbursements

Examples of development programs at GE

Program Description Target Audience Courses

Executive Development Sequence

Emphasis on strategic thinking, leadership, cross-functional integration, competing globally, customer satisfaction

Senior professionals and executives identified as high-potential

Manager Development

Global Business Management

Executive Development

Core Leadership Program

Development of functional expertise, business excellence, management of change

Managers Corporate Entry Leadership

Professional Development

New Manager Development

Experienced Manager

Professional Development Program

Emphasis on preparation for specific career path

New Employees Audit Staff

Financial Management

Human Resources

Technical Leadership

Important trends in executive education:

Increasing use of distance learning by many companies and universities

Companies and the education provider create short, custom courses, with content designed specifically to needs of the audience

Supplementing formal courses from consultants or university faculty with other types of training and development activities

Assessment involves collecting

information and providing feedback

to employees about their behavior,

communication style, or skills

Assessment (continued)

Used most frequently to: identify employees with managerial potential measure current managers’ strengths and

weaknesses identify managers with potential to move into

higher-level executive positions work with teams to identify members’ strengths

and weaknesses, and factors that inhibit productivity

Myers-Briggs TypeIndicator®

(MBTI)Assessment Center

Benchmarks

PerformanceAppraisals and

360-Degree FeedbackSystems

Popular Assessment Tools

Assessment Tools: Myers-Briggs (MBTI)

Most popular psychological test for employee development

Used for understanding such things as:communicationmotivationteamworkwork stylesleadership

Assessment Tools: Assessment Center

The assessment centerassessment center is a process in which multiple raters or evaluators evaluate employees’ performance on a number of exercisesusually held at an off-site locationused to identify if employees have the abilities,

personality, and behaviors for management jobsused to identify if employees have the necessary

skills to work in teams

Examples of Skills Measured by Assessment Center Exercises

SKILLS In-basket Scheduling Exercise

Leaderless Group

Discussion

Personality Test

Role Play

Leadership X X X X

Problem solving

X X X X

Interpersonal X X X

Administrative

X X X

Personal X X X

EXERCISES

Assessment Tools: Benchmarks

Benchmarks© is an instrument designed to measure important factors in being a successful manager

Items measured are based on research that examines the lessons executives learn at critical events in their careers

This includes items that measure managers’ skills in dealing with subordinates, acquiring resources, and creating a productive work climate

Skills Related to Managerial Success

Resourcefulness Doing whatever it takes Being a quick study Building and mending

relationships Leading subordinates Compassion and

sensitivity Straightforwardness and

composure Setting a developmental

climate

Confronting problem subordinates

Team orientation Balance between personal

life and work Decisiveness Self-awareness Hiring talented staff Putting people at ease Acting with flexibility

Assessment Tools:Performance Appraisals

Performance appraisalPerformance appraisal - the process of measuring employees’ performance

Approaches for measuring performance:ranking employeesrating work behaviorsrating the extent to which employees have

desirable traits believed to be necessary for job success (e.g., leadership)

directly measuring the results of work performance (e.g., productivity)

Assessment Tools: 360-Degree Feedback System

Rating Form

Rating Form

Rating Form

Rating Form

Self

Peers

Customers Subordinates

Manager

Job Experiences

Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs

Most employee development occurs through job experiences

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

Methods/techniques of MDPDecision making skills

In Basket exercises Business Games Case study

Interpersonal skills Role play Sensitivity training Behavior modeling

Job knowledge On the job experiences Coaching Understudy

Organizational knowledge Job Rotation Multiple management

General Knowledge Special courses Special meetings Special readings

Specific Individual needs Special Projects Committee assignments