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,