Company-Wide Employee Development Initiative

Presented by Lisa Falanga February 19, 2012

Implementing the IDP process correctly requires a level of diligence, commitment, patience, and executive sponsorship that few organizations fully appreciate when they begin Routch, K (2012)

Introduction Four Approaches to Employee Development

Formal Education
Off-site and on-site programs Tuition Reimbursement

Assessment
Psychological testing (Myers-Briggs Type Indicator) Assessment Center Benchmarks Performance Appraisals and 360-Degree Feedback

Introduction Four Approaches to Employee Development

Job Experiences
Enlarging the Current Job Job Rotation Transfers, Promotions and Downward Moves Externships Temporary Assignments, Projects and Volunteer Work

Interpersonal Relationships
Mentoring Coaching

Benefits
Improve Quality Meet challenges of global competition and social change Reduce Turnover Prepare employees for changes due to technology or process changes Develop existing talent

Initiatives
Formal education
Tied directly to business needs Easily evaluated Involve senior management Reduce off-site costs (i.e. travel, lodging, meals) Convenient

Initiatives
Temporary Assignments, Projects and Volunteer Work
Promote company values Improve team relationships Develop leadership and strategic thinking skills Manage change Teach Engage in higher level of responsiblity

Initiatives
Mentoring
Participation is voluntary (individual ownership) Skill development Increase in morale (self-esteem and worth to the organization) Develop positive relationships (Pace; 2010, p. 44)

References: Noe, R. A. (2010). Employee Training and development (5th ed.). New York, NY: McGraw-Hill. Pace, A. (2010, January). Unleasing positivity in the workplace. T & D, 41-44. Routch, K. (2012, January). Implementation of executive IDPs is no place for shortcuts. T & D, 76-77.