Unit VI Assessment

BHR 4680, Training and Development 1

Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to:

4. Examine performance appraisal information in order to obtain individual analysis data. 4.1 Identify how performance appraisals contribute to employee development and career

management.

7. Explain the importance of succession planning. 7.1 Identify the need for a succession plan.

Course/Unit Learning Outcomes

Learning Activity

4.1 Unit VI Lesson Chapter 9 Unit VI Assessment

7.1 Unit VI Lesson Chapter 9 Unit VI Assessment

Reading Assignment Chapter 9: Employee Development and Career Management, pp. 385-424

Unit Lesson Employee development and career management are a part of the talent management process, which involves the employer investing in the employees. As discussed in Unit V, development can take place in many forms such as lecture-style training, on-the-job (OTJ) training, and cross-training. In addition, management uses training to facilitate growth and development in employees through various steps and techniques. Therefore, there is a need for more information on how to properly design and implement methods needed for employee development and career management. Performance Appraisal Performance appraisal (PA) is the process of measuring employees’ performance (Noe, 2017). Of course, the PA is one of the known methods used in employee development and career management, which takes place between the employer and employee. The average appraisal is yearly, yet it has been discovered that more frequent informal appraisals, formal appraisals, or both (e.g., quarterly, semi-annuals, as often as possible) should be conducted for better career management efforts. Also, keep in mind that all methods should be documented, but informal assessments are not so fully documented as compared to formal assessments, which should be thoroughly documented. By using a structured appraisal, consistency is being created, which will be applied for the fairness of all. You will find that some will argue the PA process is no longer needed for various reasons. Others will beg to differ due to what is yielded when the appraisals are properly used and results are rendered. Therefore, the feedback leads to the needed development for better career management efforts for both parties—the employee and employer. The information gathered from the appraisals identifies the strengths and weaknesses of the employee, provides direction on how to develop the employee, and enhances the management process for the employee’s career.

UNIT VI STUDY GUIDE

Employee Development and Special Issues in Training and Development

BHR 4680, Training and Development 2

UNIT x STUDY GUIDE

Title

Goal Setting Employees should develop a list of goals and record accomplishments in order to monitor their growth and development over time, which is assessed via the PA. According to Noe (2017), goal setting helps the employee develop short- and long-term objectives that relate to the various advancements or promotions available. The employer must aid the employee in accomplishing those set goals. The goals should be put in writing and shared with the employer for directed assistance. Refer to the textbook to identify the steps and responsibilities in the development planning process; see Figure 9.1 on page 388 in the textbook. As you set your goals, be sure to apply the SMART acronym; see below.

This will allow you to be more specific and detailed in identifying with your goals, which will yield better results. Self-Assessment During the appraisal, it is also recommended for the employee to conduct a self-assessment. This can be used in assisting the employee and employer in career development and career management. A self- assessment is the process of identifying and presenting areas of success and enhancements in an effort to develop a better plan of action. Sample items for self-assessment are listed below.

 Accomplishments

 Strengths and weaknesses

 Areas of future improvement o What are some of the things you would like to improve or change within your department? o What would help you to do a better job? o What are your goals for the next year, and what action will you take to accomplish your goals? o Suggest actions you would like your supervisor to take to help you accomplish your goals. o In what areas do you feel additional education, training, and development would be beneficial?

 Relationships o What could your supervisor do to help you do a better job? o How could others in the department help you do a better job? o What could you do to make this department a better place in which to work?

In other efforts, you will find organizations conducting self-assessments with the use of personality or behavioral testing, such as the Myers-Briggs Type Indicator (MBTI). You can refer to the textbook to learn more information on this type of testing. Click the link below to access an assessment that will aid in evaluating yourself by determining how strong your character is. Education Planner. (n.d.). How strong is your character? Retrieved from

http://www.educationplanner.org/students/self-assessments/character.shtml

SMART (Doran, 1981)

BHR 4680, Training and Development 3

UNIT x STUDY GUIDE

Title

Begin by selecting all of the characteristics that you embody. Results will be provided about how to further enhance and use these characteristics in your career development and management. When organizations administer this type of assessment, it is to help characterize you personally and professionally. For example, in a behavioral test that measures receptiveness to training and development, assessment questions and typical responses might resemble the example below. Question 5: Have ever taken stolen anything? Yes or No — You answer no. Question 20: Have ever taken a pen, pencil, marker, paper clip, folder, or any other miscellaneous items from work? Yes or No — You answer yes; you have taken a pen. According to your responses, you have contradicted yourself in your answers. This type of testing can be used to determine if you possess integrity, honesty, and trustworthiness. The results from the testing can be used to help the employee better develop himself or herself in the areas identified as weaknesses. Of course, there are other types of questions used during the behavioral assessment—the above is just one example. If you refer to page 425 in the textbook, you can see how behaviors and poor people skills can tremendously affect the success of an organization including on the executive level and management level. Succession Planning What is succession planning? Is it needed within the work environment? Are there concerns with the use of succession planning? Succession planning (SP) is the process of identifying, evaluating, developing, and tracking high-potential employees, such as management and executive level employees, who are capable of advancing to new opportunities within the organization (Noe, 2017). It is needed to continue the transfer of knowledge and to properly run an organization in the time of need during the absence of key officials. Click the link below to view an example of a succession plan policy. A sample succession planning policy. (2005, February). Workforce Magazine. Retrieved from

http://www.workforce.com/2005/02/23/a-sample-succession-planning-policy/ An organization should have individuals capable, willing, and able to fulfill the need during a succession plan effort, which is known as bench strength (Noe, 2017). In some organizations, it is left up to the departing executive or manager to select the replacement; however, some will find this method to be ineffectual, especially if set criteria are not used. It is important to set criteria for selecting individuals to enter into the succession plan. Some sample criteria include the following items:

 education,

 experience,

 mentoring or coaching received,

 performance appraisal feedback, and

 recommendations. These are especially applicable to #3 and #4 of Noe’s process of developing a succession plan, which can be found in your textbook on page 420. Creating standard requirements or criteria for being selected alleviates the concern of showing favoritism toward any one employee and creates fairness in the selection process. It also provides a guide for future candidates. Candidates who were not selected can develop and prepare for future opportunities according to the requirements and criteria used in selecting individuals. During SP, the candidate should be introduced to the work environment in order to give the successor the opportunity to become acclimated with the environment and to become familiar with what is expected of him or her. The candidate should go through a series of job rotations, job enlargements, or re-assignments to become well-rounded in the demands of the business and to learn how to successfully handle the responsibilities. In addition, coaching and mentoring efforts can be applied. In this case, the coach or mentor would be the departing official, anyone in higher leadership, or anyone deemed qualified.

BHR 4680, Training and Development 4

UNIT x STUDY GUIDE

Title

In assessing the results of SP, the organization should have in place an assessment tool to identify the successes and failures of the process. This can be done with a survey, test, or production data. Of course, the results should be provided to candidates for feedback in an attempt to enhance the SP process. Refer to the previously provided link to see some steps that should be applied to the assessment process. You can also refer to page 421 in the textbook to examine Figure 9.5 and see how to assess a succession plan. In summary, there is a need for succession planning efforts in order to assist organizations with better management and transfer of knowledge as well as to aid in the future success of the organization through set goals and objectives. Like PAs, SP is not widely used, and it can be argued that there is a need for enhancements to the process. Regardless, there is a need for both PAs and SP in work environments. PAs and SP can stress a demand for order, structure, and discipline in carrying out the duties and responsibilities of the position for the organization. In addition, SP should only be used for high-level management or executive positions. It should be for all critical positions of the organization. Proper planning of PAs and succession plans bring about enhanced employee development and career management efforts.

References

Doran, G. T. (1981). There’s a S.M.A.R.T. way to write management’s goals and objectives. Retrieved from http://community.mis.temple.edu/mis0855002fall2015/files/2015/10/S.M.A.R.T-Way-Management- Review.pdf

Noe, R. A. (2017). Employee training and development (7th ed.). New York, NY: McGraw-Hill Education.

Suggested Reading The articles below discuss using succession planning as a way of retaining knowledge and transferring knowledge. The articles identify the importance of using performance appraisal as a method of recording the performance of potential candidates. Gale, S. F. (2013). Succession planning roadmap. Retrieved from

http://www.workforce.com/2013/03/11/succession-planning-roadmap/ How do we develop a solid career development plan? (2013, June). Workforce Magazine. Retrieved from

http://www.workforce.com/2013/06/05/how-do-we-develop-a-solid-career-development-plan/ Santos, C. (2017 February 9). Real time performance feedback? They have an app for that. Chief Learning

Officer. Retrieved from http://www.clomedia.com/2017/02/09/real-time-performance-feedback-app/ Schroeder, L. (2016, June 15). When employees own their careers, everyone wins. Chief Learning Officer.

Retrieved from http://www.clomedia.com/2016/06/15/when-employees-own-their-careers-everyone- wins/

What’s a succession plan for an aging workforce? (2014, January). Workforce Magazine. Retrieved from

http://www.workforce.com/2014/01/07/whats-a-succession-plan-for-an-aging-workforce/

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. The learning activities below create the opportunity to apply your knowledge. Each of the activities introduces topic material from Unit VI. You may complete one or both of the assignments below, which can be found in your textbook.

1. Application Assignment, page 430, #2 2. Application Assignment, page 430, #5