Chapter Employee Development McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc All rights reserved Introduction Development - formal education, job experiences, relationships, and assessments of personality and abilities that help employees perform effectively in their current or future job and company 9-2 Table 9.1 - Comparison Between Training and Development 9-3 Introduction (cont.) Why is employee development important? To improve quality To meet the challenges of global competition and social change To incorporate technological advances and changes in work design 9-4 Introduction (cont.) Development activities can help companies reduce turnover by: showing employees that the company is investing in the employees’ skill development developing managers who can create a positive work environment that makes employees want to come to work and contribute to the company goals 9-5 Approaches to Employee Development 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, and university programs Tuition reimbursement - the practice of reimbursing employees’ costs for college and university courses and degree programs 9-6 Approaches to Employee Development (cont.) 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 vary in the methods and sources of information they use in developmental assessment 9-7 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 9-8 Table 9.4 - Personality Types Used in the Myers-Briggs Type Indicator Assessment 9-9 Table 9.4 - Personality Types Used in the Myers-Briggs Type Indicator Assessment 9-10 Table 9.9 - Job Demands and the Lessons Employees Learn From Them 9-22 Figure 9.2 - How Job Experiences are Used for Employee Development 9-23 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 9-24 Table 9.10 - Characteristics of Effective Job Rotation Systems 9-25 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 9-26 Approaches to Employee Development (cont.) 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 9-27 Approaches to Employee Development (cont.) 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 protégé) Mentors provide career support and psychosocial support to the protégé 9-28 Approaches to Employee Development (cont.) Provide opportunities for mentors to: Develop interpersonal skills, increase feelings of self-esteem and worth to the organization, and gain knowledge about important new scientific developments 9-29 Table 9.11 - Characteristics of Successful Formal Mentoring Programs 9-30 Approaches to Employee Development (cont.) 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 Group mentoring programs - successful senior employee is paired with four to six less experienced protégés 9-31 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 not appear to know all the answers or want to tell others what to 9-32 Approaches to Employee Development (cont.) Interpersonal relationships Three roles that a coach can play: One-on-one with an employee, providing feedback based on psychological tests, 360-degree assessment, or interviews with bosses, peers, and subordinates Help employees learn for themselves by putting them in touch with experts who can help them with their concerns and by teaching them how to obtain feedback from others Provide the employee with resources such as mentors, courses, or job experiences that the employee may not otherwise have access to 9-33 The Development Planning Process It involves: identifying development needs choosing a development goal identifying the actions that need to be taken by the employee and the company to achieve the goal determining how progress toward goal attainment will be measured investing time and energy to achieve the goal establishing a timetable for development 9-34 Table 9.12 - Responsibilities in the Development Planning Process 9-35 Company Strategies for Providing Development The most effective development strategies involve individualization, learner control, and ongoing support 9-36 ... Job Demands and the Lessons Employees Learn from Them 9-21 Table 9.9 - Job Demands and the Lessons Employees Learn From Them 9-22 Figure 9.2 - How Job Experiences are Used for Employee Development. .. employees’ costs for college and university courses and degree programs 9-6 Approaches to Employee Development (cont.) Assessment Collecting information and providing feedback to employees about their... use, understandable, and relevant The system must lead to managerial development 9-19 Approaches to Employee Development (cont.) Job Experiences - relationships, problems, demands, tasks,