Employee Development & Career Management
INeal
Week12-Chapter9EmployeeDevelopment.pptxChapter 9 Employee Development and Career Management
MGT 484
Recap: What is Training & Development?
Training
An organization’s planned effort to facilitate employees’ learning of job-related competencies.
Focuses on the current, typically required, not formally tied to career progression
Development
Formal education, job experiences, relationships and assessments of personality and abilities that help employees prepare for the future.
Focuses on the future, typically voluntary, goal is for future career progression
Career Paths
Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has become more fluid than the traditional view.
Today’s employees are likely to have a protean career, one that frequently changes based on changes in the person’s interests, abilities, and values in the work environment.
3
Traditional Career
A career characterized by consistency with one organization and involves a series of promotions up the corporate ladder
Ex. Assistant Associate Full professor
Protean Career
A career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment
To remain marketable, employees must continually develop new skills
Aspects of Protean Career
Emphasizes psychological success rather than vertical success
Lifelong series of identity changes and continuous learning
Job security replaced by the goal of employability
Sources of development are work challenges and relationships, not necessarily training & retraining
The new career is not a pact with the organization; it is an agreement with oneself and one’s work
Focus on learning metaskills
Psychological success: Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work
Metaskills: Learning how to learn (i.e., how to develop self-knowledge and adaptability)
Quick Think: Text 37607
An employee starts out as a sales person, becomes an account manager, is promoted to sales manager, and is now VP of Sales. Which type of career did this employee have?
11930 Protean
11931 Traditional
11933 Developmental
11934 Dead end
Development Planning (Career Management) Systems
Systems to retain and motivate employees by identifying and helping to meet their development needs.
Self-Assessment: Use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
Reality Check: Information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
Goal Setting: Process of employees developing short- and long-term development objectives
Action Plan: A written strategy that employees use to determine how they will achieve their short- and long-term career goals
Steps and Responsibilities in the Development Planning Process
| 1. Self-Assessment | 2. Reality Check | 3. Goal Setting | 4. Action Planning | |
| Employee responsibility | Identify opportunities and needs to improve | Identify what needs are realistic to develop | Identify goal and method to determine goal progress | Identify steps and timetable to reach goal(s) |
| Company responsibility | Provide assessment information to identify strengths, weaknesses, interests, and values | Communicate performance evaluation, where employee fits in long-range plans of the company, changes in industry, profession, and workplace | Ensure that goal is SMART (specific, measurable, attainable, relevant, timely) and commit to help employee reach the goal | Identify resources employee needs to reach goal, including additional assessment, courses, work experiences, and relationships |
Development Plan Example: General Mills
Each employee completes a development plan that asks them to consider:
Professional goals and motivation
Talents or strengths
Development opportunities
Development objectives and action steps
Four Approaches to Employee Development
1. Formal Education
Many companies operate training and development centers
These may include:
Off-site and on-site programs designed specifically for the company’s employees
Short courses offered by consultants or universities
Executive MBA and University programs
Tuition reimbursement: Reimbursing employees’ costs for college, university courses, and degree programs
2. Assessment
Collecting information and providing feedback to employees about their behavior, communication style, or skills
Assessment Information: Comes from the employees, their peers, managers, and customers
Assessment Uses: Identify employees with managerial potential and measure current managers’ strengths and weaknesses
Assessment Tools
Organizations vary in the methods and sources of information they use in developmental assessment.
The tools used for assessment include those listed on this slide.
12
Personality Tests & Inventories
Assessment Centers
Benchmarks Assessment
360-Degree Feedback
Performance Appraisal
Personality Tests & Inventories
Myers-Briggs Type Indicator (MBTI): Emphasizes that we have a fundamental personality type that shapes and influences how we understand the world, process information, and socialize
Interested in a personality assessment?
What is your Myers-Briggs Personality Type?
Big Five Inventory (linked from UC Berkley)
Assessment Center
Multiple evaluators rate employees’ performance on several exercises:
Leaderless group discussions: A team of five to seven employees is assigned a problem and must work together to solve it within a certain time period
Interviews: Employees answer questions about their work and personal experiences, skill strengths and weaknesses, and career plans
In-baskets: A simulation of the administrative tasks of the manager’s job
Role plays: Refer to the participant taking the part or role of a manager or other employee
See CBA Assessment Center Proposal!
ANOTHER EXAMPLE: AC Implementation
Develop skills to (1) anticipate and keep pace with rapidly changing world of work and (2) effectively work in teams
Forecasting
Resources
Extensiveness
Valence
Timeframe
Personal Initiative
Self-starting
Proactive
Persistence
Persuasiveness
Proactive influence tactics
Conflict Management
Integrating
Obliging
Dominating
Avoiding
Compromising
Oral Communication
Personal Support
Helping
Courtesy
Motivating
Assessment Center Example: Dimension-Activity Matrix
| In-basket | Mixed-motive LGD | Oral Presentation | |
| Forecasting | XX | XX | XX |
| Personal Initiative | XX | XX | XX |
| Oral Communication | _ | XX | XX |
| Conflict Management | XX | XX | XX |
| Persuasiveness | X | XX | XX |
| Personal Support | XX | XX | X |
Performance Appraisals and 360-Degree Feedback Systems
Performance appraisal: The process of measuring employees’ performance
360-degree feedback process: Employees’ behaviors or skills are evaluated not only by subordinates but by peers, customers, their bosses, and themselves
Upward feedback: Refers to appraisal that involves collecting subordinates’ evaluations of managers’ behaviors or skills
3. Job Experiences
Relationships, problems, demands, tasks, and other features that employees face in their jobs
Most common form of employee development
Job rotation (Lateral move)
Promotion
Downward move
Temporary assignments, projects, & volunteer work
Transfer (Lateral move)
Enlargement of current
job
experiences
Types of Job Experiences
Job enlargement: Refers to adding challenges or new responsibilities to an employee’s current job
Job rotation: Gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department
GE: Edison Engineering Development Program
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
Types of Job Experiences
Externships: Refers to a company allowing employees to take a full-time operational role at another company
Temporary assignments: Refer to job tryouts such as employees taking on a position to help them determine if they are interested in working in:
A new role
Employee exchanges
Voluntary assignments
Relates to sabbaticals: Leave of absence from the company to renew or develop skills
Quick Think: Text 37607
Joann participated in leaderless group discussions and in-basket exercises and was observed by a number of raters. Which assessment method was used for Joann?
70780 Interview
88874 Performance appraisal
89379 Assessment Center
89380 Coaching
4. Interpersonal Relationships
Employees can develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organization member
Types of interpersonal relationships:
Mentoring
Coaching
What is the difference between Coaching and Mentoring?
Key Differentiators:
Coaching is task oriented; Mentoring is relationship oriented
Coaching is short-term; Mentoring is long-term
Mentoring
Mentor: An experienced, productive senior employee who helps develop a less experienced employee (the protégé)
Group mentoring programs: A successful senior employee is paired with a group of four to six less experienced protégés
Protégés are encouraged to learn from:
Each other
More experienced senior employees
Benefits of Mentoring Relationships
For protégés:
Career support: Coaching, protection, sponsorship, and providing challenging assignments, exposure, and visibility
Psychosocial support: Serving as a friend and a role model, providing positive regard and acceptance, creating an outlet to talk about anxieties and fears
Higher rates of promotion
Higher salaries
Greater organizational influence
For mentors:
Develop interpersonal skills
Increase feelings of self-esteem and worth to the organization
Note
Mentoring can occur between mentors and protégés from different organizations!
Coaching
Coach: A peer or manager who works with employees to:
Motivate them
Help them develop skills
Provide reinforcement and feedback
The best coaches are empathetic, supportive, practical, self-confident
Do not appear to know all the answers or want to tell others what to do
Tying it Together – TED Mentoring x Protean Careers
Special Topics in Employee Development
Succession planning
Dysfunctional managers
Onboarding
1. Succession Planning
The process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant
High-potential employees: People the company believes are capable of being successful in higher-level managerial positions
Assessing Talent using the Nine-Box Grid
Nine-box grid: A three-by-three matrix used by groups of managers and executives to compare employees within one department, function, division, or the entire company
Purpose of the nine-box grid:
Analysis and discussion of talent
Help formulate effective development plans and activities
Identify talented employees who can be groomed for top-level management positions
Example of Nine-Box Grid
Interpreting the grid:
Top left (7)
Outstanding performers who have low potential
Ex: Experts in their field
Bottom right (3)
Low performers with high potential
Ex: Just took a new position, KSAOs don’t match job requirements
How does this actually work?
First, each box must be clearly defined through use of behavioral examples
Next, managers categorize their employees into one of the boxes
Finally, managers compare their categorizations and adjust as needed after discussion
The final categorizations can be used to identify development plans and high-potential talent
31
Advantages and Disadvantages of Succession Planning
Advantages
Employees included on a succession planning list are more likely to stay with the company because they understand they likely will have new career opportunities
High-potential employees who are not interested in other positions can communicate their intentions
Disadvantages
Employees not on the list may become discouraged and leave the company
Employees might not believe they have had a fair chance to compete for leadership positions if they already know that a list of potential candidates has been established
2. Dysfunctional Managers
A manager who is otherwise competent may engage in some behaviors that make him or her ineffective – stifles ideas and drives away good employees
Dysfunctional behaviors include:
Insensitivity
Inability to be a team player
Arrogance
Poor conflict management skills
Inability to meet business objectives
Inability to adapt to change
Developing Managers with Dysfunctional Behaviors
When a manager is an otherwise valuable employee and is willing to improve, the company may try to help him or her change the dysfunctional behavior through:
Assessment
Training
Counseling
Specialized programs include Individual Coaching for Effectiveness (ICE) Program
Includes diagnosis, coaching, and support activities tailored to each manager’s needs
3. Onboarding Examples of your experiences?
The process of helping new hires adjust to social and performance aspects of their new jobs
Four steps:
1. Compliance
Understand basic legal and policy or company related rules and regulations
2. Clarification
Understand job and performance expectations
3. Culture
Understand company history, traditions, values, norms
4. Connection
Understand and develop formal & informal relations
Next up!
Week 13 (April 13-19)
Ch 10: Social Responsibility
Ch 11: Future of T&D
Quiz 9 (Chapters 10-11) due!
Week 14 (April 20-26)
Professional Development
Networking & Development project due
.MsftOfcThm_Accent1_Fill { fill:#E48312; }
.MsftOfcThm_Accent1_Fill { fill:#E48312; }
