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Unit V: Employee
Development
Syllabus: unit -5
Employee Development
Career Management and Future of T
& D:
Approaches to Employee
Development, The Development
Planning Process, Companies
Strategies to Provide Development,
Employee Development
is the process of encouraging employees to
acquire new or advanced skills, knowledge,
and view points, by providing learning and
training facilities, and providing opportunities
where such new ideas can be applied.
Development is an ongoing, dynamic process
of gaining knowledge and improving skills that
will help an individual to establish a career
plan with the support of the organization
Methods of Employee
development
Career management
Career management is the combination of
structured planning and the active
management choice of one's own
professional career.
The outcome of successful career
management should include personal
fulfillment, work/life balance, goal
achievement and financial security.
Finally it leads to self actualization or
contribution to the societal development
Contd
4. Career planning options
Advancement.
Lateral
Change to Lower Grade
Mobility.
Job Enrichment
Exploratory Research
5. Projected Outcome
Approaches to Employee
Development
1. Formal education programs include:
off-site and on-site programs designed
specifically for the companys employees.
short courses offered by consultants or
universities, executive MBA programs, and
university programs.
Approaches to Employee
Development
3. Assessment
Collecting information and providing
feedback to employees about their behavior,
communication style, values, or skills.
Used most frequently to identify employees
with managerial potential, and measure
current managers strengths and
weaknesses.
Companies different methods and sources for
developmental assessment.
Approaches to Employee
Development
4. 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.
Approaches to Employee
Development
5 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.
Approaches to Employee
Development
6. Benchmarks It helps to measure
important factors in being a successful
manager.
Items that are measured include dealing
with subordinates, acquiring resources,
and creating a productive work climate.
It incorporates the expectation of the
Industry
Bench marking
Approaches to Employee
Development
7. Performance appraisal
- process of measuring employees
Performance.
Different approaches for measuring
performance:
Approaches to Employee
Development
8.Upward feedback - involves
collecting subordinates evaluations
of managers behaviors or skills.
Employees gives specific information
about their performance problems and
ways they can improve their
performance.
DSS utilizes this for improving the
performance of the systems & feedback.
9) 360-Degree Feedback
System
Approaches to Employee
Development
10 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 employees skills
and past experiences and the skills
required for the job.
Approaches to Employee
Development
11. Externships - employees take
full-time, temporary operational roles
at another company.
Employee exchange is one example
of temporary assignments in which
two companies agree to exchange
employees.
Approaches to Employee
Development
Volunteer assignments offer employees
opportunities to manage change, to
teach, to take on a higher level of
responsibility, or to be exposed to other
job demands.
Interpersonal relationships
Mentor - experienced, productive senior
employee who helps develop a less
experienced employee (the protg).
Mentors provide career support and
psychosocial support to the protg.
Interpersonal relationships
Purposes of Mentoring Programs
To socialize new employees and to increase the
likelihood of skill transfer from training to the work
setting.
To enable women and minorities to gain the
experience and skills needed for managerial
positions.
To develop managers for top-level management
positions or to help them acquire specific skills.
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.
It involves:
1. identifying development needs.
2. choosing a development goal.
3. identifying the actions that need to be taken by the
employee and the company to achieve the goal.
4. determining how progress toward goal attainment
will be measured.
5. investing time and energy to achieve the goal.
6. establishing a timeframe for development.
Strategies to Provide
Development
1) Management Development methods
2) Planned progression, coaching
3) Job rotation:
4) Assistant to .
5) Role paying
6) Temporary promotions/deputations
7) Committee/ member
8) Conferences, workshops, symposiums
9) Management programms(academic)
10)Sensitivity training, t groups
11)Grid: concern for people-production
12)Succession planning
8 training approaches
1.
2.
3.
4.
5.
6.
7.
8.
Module-3
Group presentation
I. Types of MDPs, EDPs/Seminars and
Conferences, Symposia.
II. Career Management: Traditional Career
vs. Protean Career, Models of Career
Development
III. Challenges in Career Management:
Onboarding, Dual Career Paths, Plateauing,
and Managing Career Breaks
IV. Future Aspects of T& D. Challenges and
trends