HRM gaining a competitive advantage chapter 009 3rd ed

9 Chapter Irwin/McGraw-Hill Employee Development Objectives • Discuss current trends in using formal education for development • Relate how assessment of personality type, work behaviors, and job performance can be used for employee development • Develop successful mentoring programs • Explain how job experience can be used for employee development • Tell how to train managers to coach employees • Discuss the steps in the development process • Explain the employees’ and company's responsibilities in the development planning process © The McGraw-Hill Companies, Comparison between Training and Development 9-2 Training Focus Use of work experience Goal Participation Irwin/McGraw-Hill Development Future Current High Low Preparation for current job Required Preparation for changes Voluntary © The McGraw-Hill Companies, Development and Careers 9-3     Protean Career: A career that is frequently changing The types of knowledge that an employee needs to be successful have changed In addition to “knowing how,” employees also need to “know why” and “know whom.” Career pattern from a linear hierarchy to a spiral career pattern “Boundaryless” careers Irwin/McGraw-Hill © The McGraw-Hill Companies, Approaches to Employee Development 9-4     Formal education education Formal Assessment Assessment Myers-Briggs test test  Myers-Briggs Assessment center center  Assessment Benchmarks  Benchmarks Performance appraisals appraisals  Performance Job experiences experiences Job Interpersonal relationships relationships Interpersonal Irwin/McGraw-Hill © The McGraw-Hill Companies, Myers - Briggs Types 9-5 16 personality types based on the following dimensions: 1 2 3 4 Energy:where wherepeople peopleget getstrength strength and andvitality vitalityfrom from Energy:  extroverts (e) - interpersonal relationships  extroverts (e) - interpersonal relationships  introverts (i) - personal thoughts and feelings  introverts (i) - personal thoughts and feelings Life-Style:tendency tendencyto tobe beflexible flexibleand andadaptable adaptable Life-Style:  judging (j) - focus on goals, establish deadlines  judging (j) - focus on goals, establish deadlines  perceiving (p) - enjoy surprises, change decisions  perceiving (p) - enjoy surprises, change decisions Information-gathering:actions actionstaken takenin indecision-making decision-making Information-gathering:  sensing (s) - gather facts, detail  sensing (s) - gather facts, detail  intuitive (i) - focus on possibilities, idea relationships  intuitive (i) - focus on possibilities, idea relationships Decision-making:amount amountof ofconsideration considerationfor forother’s other’sfeelings feelings Decision-making:  thinking (t) - objective focus  thinking (t) - objective focus  perceiving (p) - evaluate the impact of decisions on  perceiving (p) - evaluate the impact of decisions on others others Irwin/McGraw-Hill © The McGraw-Hill Companies, Assessment Centers 9-6 The types of exercises used include:  Leaderless group discussion  Interviews  In-baskets  Role Irwin/McGraw-Hill Plays © The McGraw-Hill Companies, Employee Development Experiences 9-7 Lateral moves - job rotation - lateral transfers Job Rotation Promotion Enlargement of current job experiences Downward move Irwin/McGraw-Hill Vertical assignments - delegation of more significant tasks Transfers Temporary assignment with another organization © The McGraw-Hill Companies, 9-8 Employee Development Experiences: Upward-Downward-Lateral Moves BOSS promotion JOB Transfer demotion Subordinate Irwin/McGraw-Hill © The McGraw-Hill Companies, Characteristics of Successful Mentoring programs 9-9                   Participationis isvoluntary voluntary Participation Matchingprocess processis isflexible flexible Matching Mentorsare arechosen chosenon onability ability& & Mentors willingness willingness Purposeis isclearly clearlyunderstood understood Purpose Programlength lengthis isspecified specified Program Minimumlevel levelof ofcontact contactis isspecified specified Minimum Contactamong amongparticipants participantsis isencouraged encouraged Contact Programis isevaluated evaluated Program Employeedevelopment developmentis isrewarded rewarded Employee Irwin/McGraw-Hill © The McGraw-Hill Companies, Benefits of Mentoring Relationships for Proteges 9-10 Career Support Coaching, protection, sponsorship, providing challenging assignments, exposure, and visibility Psychological Support A friend and a role model, providing positive regard and acceptance, and providing a sounding board of proteges Additional Benefit Promotion, higher salaries and greater influence Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management Process 9-11 SelfAssessment - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management process 9-12 Reality Check SelfAssessment - feedback on skills, knowledge - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management Process 9-13 Goal Setting Reality Check SelfAssessment - feedback on skills, knowledge - devise shortand long-term developmental plans - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management Process 9-14 Action Plans Goal Setting Reality Check SelfAssessment - feedback on skills, knowledge - devise shortand long-term developmental plans - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Special Issues 9-15  Melting the the Glass Glass Ceiling Ceiling Melting  Succession Planning Planning Succession  Dysfunctional Managers Managers Dysfunctional Irwin/McGraw-Hill © The McGraw-Hill Companies, [...]...Career Management Process 9-11 SelfAssessment - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management process 9-12 Reality Check SelfAssessment - feedback on skills, knowledge - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management Process 9-13 Goal Setting Reality Check SelfAssessment... - feedback on skills, knowledge - devise shortand long-term developmental plans - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Career Management Process 9-14 Action Plans Goal Setting Reality Check SelfAssessment - feedback on skills, knowledge - devise shortand long-term developmental plans - determine career interests, values, aptitudes Irwin/McGraw-Hill... developmental plans - determine career interests, values, aptitudes Irwin/McGraw-Hill © The McGraw-Hill Companies, Special Issues 9-15  Melting the the Glass Glass Ceiling Ceiling Melting  Succession Planning Planning Succession  Dysfunctional Managers Managers Dysfunctional Irwin/McGraw-Hill © The McGraw-Hill Companies,