HRM gaining a competitive advantage noe ch009

Human Resource Management:
Gaining a Competitive Advantage

Chapter 9
Employee Development

McGraw-Hill/Irwin

Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.


Learning Objectives
 Explain how employee development contributes
to employee retention, developing intellectual
capital and business growth strategies.
 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.
 Explain how job experience can be used for skill
development.

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Learning Objectives
 Develop successful mentoring programs.
 Describe how to train managers to coach employees.
 Discuss the development planning process steps.
 Explain employees’ and company’s responsibilities

in planning development.
 Discuss what companies are doing for management
development issues including succession planning, the
glass ceiling and dysfunctional managers.

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Training and Development Comparison

Training

Development

Focus

Current

Future

Use of work
experience

Low

High

Goal

Preparation for

Preparation for

current job

changes

Required

Voluntary

Participation

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Development and Careers
Development - formal education, job experiences, relationships
and assessment of personality and abilities that help employees
prepare for the future.

 A protean career is based on self-direction with
the goal of psychological success in one’s work.
 A psychological contract- expectations that employers and
employees have about each other.
 Psychological success - feeling of pride and accomplishment that
comes from achieving life goals.
 Career Management System- retain and motivate employees by
identifying and meeting development needs (also called
development planning systems).

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Assessment Centers
At an assessment center,usually off-site, multiple raters
or evaluators evaluate employees’ performance on
numerous exercises.
4 Types of assessment Exercises:
1. Leaderless group discussion
2. Interviews
3. In-baskets
4. Role plays

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Employee Development Approaches
 Formal Education
 Assessments
 Myers-Briggs test
 Assessment center
 Benchmarks
 Performance appraisals
 Upward feedback
 360-Degree Feedback Systems
 Job Experiences
 Interpersonal Relationships

9-7

Job Experiences Used for Career Development

Lateral Moves

Job
Rotation
(lateral move)

Promotion

Enlargement of
current job
experiences

Downward
move

Vertical
Assignments

Transfer
(lateral move)

Temporary
assignments,
projects &
volunteer work
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Job Experiences
 Job enlargement - adding challenges or new responsibilities.
 Job rotation - moving a single individual from one job to
another.
 A transfer– moving an employee to a different job assignment
in a different area of the company.
 Promotions - advancement into positions with greater challenge
and more authority than previous job.
 A downward move occurs when an employee is given a
reduced level of responsibility and authority.

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Temporary Assignments
 Externship refers to a company allowing
employees to take a full-time operational
role at another company.
 A sabbatical is a leave of absence from the
company to renew or develop skills.

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Successful Mentoring Programs











Participation is voluntary
Matching process is flexible
Mentors are chosen on ability and willingness
Purpose is clearly understood
Program length is specified
Minimum level of contact is specified
Contact among participants is encouraged
Program is evaluated
Employee development is rewarded

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Benefits of Mentoring Relationships
 Career Support
 Coach, protect, sponsors and provide
challenging assignments, exposure and visibility.

 Psychological support
 Serve as a friend and role model, provide
positive regard and acceptance and create an
outlet for a protégé to share anxieties and fears.

 Group Mentoring Program
 A program pairing a successful senior employees
with a less experienced protégés.

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Coaching
 A coach is a peer or manager who works
with an employee to:
 motivate
 develop skills
 provide reinforcement and feedback
 3 roles a coach can play:
1. one-on-one
2. help employee learn
3. provide resources such as mentors,
courses or job experiences

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Career Management Process

Identify
opportunities
to improve

Selfassessment

Identify
needs
realistic to
develop

Reality
Check

Action
planning
Goal
Setting

Identify
steps&
timetable to
reach goals

Identify
goals &
methods to
determine
progress
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Glass
Glass
Ceiling
Ceiling

Succession
Succession
Planning
Planning

Special
Special
Issues
Issues

Dysfunctional
Dysfunctional
Managers
Managers

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Summary
 Various development methods include formal education,
assessment, job experiences and interpersonal relationships.
 Both employee and company have responsibilities.
 A mentor can help employees better understand the company
and gain exposure to key persons.
 A manager’s job responsibility is coaching.
 Employees should have a development plan.

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