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CHAPTER 9 Developing Employees for Future Success 277

Usually the employer conducts the reality check as paft of a performance appraisal or as the feedback stage of perforinance management. in r.vell-developed career man- r:1""',

systems, rhe manager may hold separare discussions fo. peiformance feed- back and career development.

, Caterpillar's performance lnanagement process includes regular <iiscussions between ernployees and their *ur-rug"..r. To facilirate the discussion, each emplol,ee completes a data sheet that ,".u.,

", an internal r6sum6. The clata sheet i'ciudes

information abour the employee's skills, educatio,-t, "."i"-i. lJg.."r, l^r-rgu"g., ,po-ken, and previous l.rositions.. Th9 manager's role is to indicate rn'i,.th". the ernployee

is.ready for a nerv job, whether the job *itt l" u p.*o,i* ",

r",.*r rnove, and whated'cation or rraining tl-re employe" rr""d, ro b" r"udy-;;; ,h" ,rr.r,". The criscussion covers what opportunities are available for the .,rploy"", *tr.."-rt.," .,opioy". *u.* to go next in the organization, and rvhat preparation is r-reeded for that ,r-rn"".{u

*---"

Goal Setting Based on the infor'ration from the serf-assessment ancr rearitl,check, the emproyee sets. shor.r- and long-term career objectives. rh"r" goui, ;;;;i; i,.,"o1,.. one or ,'',oreo[ the following caregories: r Desircd positions, such as becoming saies manager q,ithin three vears.I Level of skill ro apply-fo, ."u*pr*", to use one's budgeting skiirs ro imprrsl,e thsunit's cash florv problerns. t

Y*k setting-for exainple, to move to corporate marketir-rg ri-itl-rir-r r\1'o years.. Skill acquisition, such as iear'ing hou, to use the .or.po.1.,r-h";;;;;;;;;l'aior- mation system.

As in these examples, the goais should be specific, and the1, sl-roultl incl.cle a tlate bywhich the goal is to be achievecl. It is rhe.*piov".i.;d;tb;i;;;:to iule'tify the goaland the rnethod of determining her or his progress rourard rhat goal. Us'ally the employee dis.uises the go"ls *itr, ni, o. r-,". -orrug"r, The orga'iza-tiont responsibilities are to ensure thar the goal is specific, .nuii.r-rgrr-rg, and attain.able a'd to help rhe empioyee reach th. goai. ar-.""a, ,""k;;l;r, Born, ernployeesi'r'olved in the company's career DeuelJpm.r-rt Pr.,."-.s define f,ture job interests,identify therecessari experiences for obtaining those:..,1.,

"^i r.,.i,rort- a'd rong-term goals. Each employee discusses rh.r. go".-i, *,itr-, hr. o, h., *u.r"g.r, u,ho cansuggest changes or support the goals "s

,.itt.n.a9

Action Planning and Follow_Up ?"1"q the final step, employees prepare air acrion plai-r tbr rroii, they wilr achie'etheir short- and long-terrr career gouh. rh"

"n plo1,". i, ..rp."riure for identifyingthe steps and rirnetable to reach ,i. g"utr. fh"^en4.ic,1.gf ,toriJ^la""rify resourcesneeded, including courses, *ork

"rp.ii.t.t..., "',J"rJt;;i.i,'J;;; The emproyee and[he manager should meer in the fut,rre to dir.u* pr-ogress ro*,ard career goals. ,,"1.::1"_," ll_llt

*uv,ir-ruolve any one or u .o*bi.,"ri,-,," "irf-,.

a"*lopment methodsotscussed earlier in the chapter_training, assessm€nt, job experier_ra"r, o. the helpof a rne'ror or coach..The approach ,rrJi .l.p".,d. ;;';h.-;;;.Lr". d.,u.lopmen-tal needs a.d career oblectivei. Fo. "xun'pl.,

suppose trre program rnanager in aninforrnatio'sysrelns department uses feedbacr. rr",-.-, p",tir;;;:';;or"isals to derer-mine thar he needs grea[er k'owiedge of projecr rnanagement soft*Lre. The rnanagerp'lan's to increase thar kr-rowiecrg. rryi=n.l,iglnicres (t*,.,,,"i"J".ntror,r), meeting with

Z7B PART 3 Assessrng Performance and Developing Employees

sclft\\,r,rrc \/enrlors, and contacting the vendors' custolters to ask thern about the soft- r.,,are tfiey have used (job cxpericnces). The nanager anc] his supervisor agree that six l11onrhs rvill be rhe t:rrget clate for acl-rieving tire higl-rer' level of knorvledge thror,rgl'r these activities.

Tire outcorne of actiorr planning often rakes rfic form of a career developnent p1an. Figure 9,5 is an example of a developmeirt plan for a pror.ltrct lnal)ager. IJevelop' ment plal1s Lrsr-rallf include tlescriptions of strengths antl rveaknesses' career goals, ancl clevelopment activities for reachir-rg each goal.

Career Developntetrt Plan

Name: Title: Project Manager lmmediate Managen

Ci,apetencies PJease identf{y yaur three greatest strengths and areas for improvement. Strengths r Strategicthinking and execution {confidence, comrnand skills. action orientation) r, Results orlentation' {eornpetcnce, motivating others, perseverance) t SFirit for,.winning {building team spilit, customer focus, respect colleagues}

-

Areas ior lmprovement r Patience (tol6rance o{ people or procg,sses and sensitiviiy to p.acing} l Written communications (ability to write clearly and succinctly) l Overk ambitioug {too rnuch foius an succesgful completion if proleat rather than devefoping

reliiiqnships with individuals'involved in the prcjeas)

Gareer Gsalt Please describe your overall career goals. r: L66g.term: Aicept positions o{ increased'responsibilityto a level o-f general manager {cr beyondJ; '

Thelrsas of specific interest include but are not limited to produet and brand managem'ent, r,,technology and ilevelopment, strategic planning, and marketing' t:Sho*,teim, Continue tL imprave mylHil. in rnar:keting and brand management while utilizing my skills

in preduct'managernent, stialegic planning. and global relations.

Next Assignments'tiiii;i iiiir;nral next assrgnments finiiu ding timingl that wauld hrlpyou develop taward your ' career goals. i Manaler.or direciorlevel hr planning development, product, or brqnd managernent, Timing estimated

to be Spring 2011.

Tralning and Developmer* Needs t-rtst boih trainting and devefoprner* activities that w|il either help you develop in your current assignment or provide averall career development, . Master s deEree classes wifl allow me to practice and impr.ove my written cornmunications skills. The

.dynamics,of-my cutrent position;'tearnwork, qnd reliance on sther individuals allow me !o practice patlence aqd to focur on'individual team rnembers' needs along with the success of the projects.

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