Chapt08 Lecture

© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use.
Not authorized for sale or distribution in any

manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part.
Need to Know
1. How development is related to training and

careers
2. Methods organizations use for employee
development
3. How organizations use assessment of personality
type, work behaviors, and job performance to
plan employee development
4. How job experiences can be used for developing
skills
© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use. Not authorized for sale or distribution in any
manner. This document may not be copied, scanned, duplicated, forwarded, distributed, or posted on a website, in whole or part. 9-2
Need to Know
5. Principles of successful mentoring programs

6. How managers and peers develop employees
through coaching
7. Identify steps in career management process
8. How organizations meet challenges of the “glass
ceiling,” succession planning and dysfunctional
managers
Introduction
• Employee development: combination of formal

education, job experiences, relationships, and
assessment of personality and abilities to help
employees prepare for the future of their careers.
• Development is about preparing for change in new
jobs, responsibilities, or requirements.
Table 8.1
Training versus Development
Test Your Knowledge
Significant Developments: True (A) or False (B)?

 There are more horizontal “ladders” in middle
management than upward moves.
 Companies focus on employee’s career steps rather than
their core competencies.
 Careers are now more a series of projects, rather than
upward steps in an organization
 Career development primarily applies to managers.
 Organization manages employee’s careers more so than
the individual.
 Average 32-year old has already worked for 7 different
firms.
Development for Careers
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.
Test Your Knowledge
• An employee starts out as a sales person, then

becomes an account manager, gets promoted to
sales manager, and is now VP of Sales. Which type
of career did this employee have?
A. Protean
B. Traditional
C. Glass ceiling
D. Dead end
Figure 8.1
Four Approaches to Employee Development
Approaches to Employee Development
Formal Education Assessment

•These may include: •Collecting information
– Workshops and providing feedback
– Short courses to employees about heir
– Lectures behavior, communication
– Simulations style, or skills.
– Business games •Information for
– Experiential programs assessment may come
•Many companies from the employees,
operate training and their peers, managers,
development centers. and customers.
One way to develop employees is to begin with an
assessment which may consist of assigning an
activity to a team and seeing who brings what
skills and strengths to the team.
Assessment Tools
Myers-Briggs Type Indicator (MBTI)®
Assessment Centers
Leaderless Group
Discussion
Performance Appraisal
360-Degree Feedback
Assessment Tools:
Myers-Briggs Type Indicator (MBTI)®
Psychological test that •Most popular test for
identifies individuals’ employee development.
preferences for source of
energy, means of •Assessment consists of
information gathering, 100 + questions about
way of decision making, how the person feels or
and lifestyle, providing prefers to behave in
information for team different situations.
building and leadership
development.
Assessment Tools
Assessment Centers Benchmarks

An assessment process in A measurement tool that
which multiple raters or gathers ratings of a
evaluators (assessors) manager’s use of skills
evaluate employees’ associated with success
performance on a in managing.
number of exercises,
usually as they work in a
group at an offsite
location.
Table 8.2:
Skills Related to Success as a Manager
Assessment Tools
Performance appraisals can be useful for employee

development under certain conditions:
1. Appraisal system must tell employees specifically about
their performance problems and ways to improve their
performance.
2. Employees must gain a clear understanding of
differences between current and expected
performance.
3. Appraisal process must identify causes of performance
discrepancy and develop plans for improving
performance.
Assessment Tools
360-degree feedback can be used for development

purposes:
1. Raters identify an area of behavior as a strength of the
employee or an area requiring further development.
2. Results presented to employee show how rating on
each item and how self-evaluations differ from other
raters’ evaluations.
3. Individual reviews results, seeks clarification from
raters, and sets specific development goals based on
strengths and weaknesses identified.
Test Your Knowledge
Sarah participated in leaderless group discussions

and in-basket exercises and was observed by a
number of raters. Which assessment method was
used for Sarah?
A. Interview
B. Performance appraisal
C. Assessment Center
D. Coaching
Approaches to Employee
Development
Job experiences: •Key job experience
combination of tasks, events include:
relationships, problems,  Job assignments
demands and other  Interpersonal
relationships
features of an
 Types of transitions
employee’s jobs.
•Through these
•Most employee experiences, managers
development occurs learn how to handle
through job experiences. common challenges, and
prove themselves.
Figure 8.2:
How Job Experiences Are Used
for Employee Development
Working outside one’s home country is the
most important job experience that can develop
an employee for a career in the global economy.
Approaches to
Employee Development
Interpersonal relationships: employees can also
develop skills and increase their knowledge about the
organization and its customers by interacting with a
more experienced member:
– Mentoring
– Coaching
Figure 8.3:
Steps and Responsibilities in the Career
Management Process
Test Your Knowledge
Phyllis is in the process of understanding what

possibilities exist for her within the organization
based on her strengths and developmental areas.
Which phase of the career management process is
she in?
A. Self Assessment
B. Reality Check
C. Goal Setting
D. Action Planning
Career Management System
Data Gathering:
Feedback
Self-Assessment
•Use of information by Information employers
employees to determine give employees about
career interests, values, their skills and
aptitudes, behavioral knowledge and where
tendencies, and these assets fit into the
development needs. organization’s plans.
• MBTI
• Strong-Campbell Interest
Inventory
• Self-Directed Search
Figure 8.4:
Sample Self-Assessment Exercise
Career Management System
Action Planning &
Goal Setting Follow-Up
Based on information •Employees prepare an
from self-assessment and action plan for how they
reality check, employee will achieve their short-
and long-term career
sets short- and long-term
goals.
career objectives.
•Any one or a combination
1. Desired positions
of development methods
2. Level of skill to apply may be used, depending
3. Work setting on development need and
4. Skill acquisition career objectives.
Figure 8.5
Career
Development
Plan
Development-Related Challenges
Succession Dysfunctional
Glass Ceiling
Planning Managers
•Circumstances •Process of • Manager who is
resembling an identifying and otherwise
invisible barrier tracking high- competent may
that keep most potential engage in some
behaviors that
women and employees make him or her
minorities who will be ineffective or
from attaining able to fill top even “toxic” –
the top jobs in management stifles ideas and
organizations. positions. drives away
good
employees.
Indra Nooyi became the first woman
CEO of PepsiCo in 2006. Her success at
the company gives her the distinction of
being one of the women to break
through the glass ceiling.
Figure 8.6
Process for Developing a Succession Plan
Dysfunctional Managers
A manager who is Six dysfunctional

otherwise competent behaviors include:
may engage in some 1. insensitivity to others
behaviors that make him 2. inability to be a team
or her ineffective or even player
“toxic” – someone who 3. arrogance
stifles ideas and drives 4. poor conflict
away employees. management skills
5. inability to meet
business objectives
6. inability to adapt to
change
Dysfunctional Managers
When a manager is an otherwise valuable employee

and is willing to improve, the organization may try
to help him or her change the dysfunctional
behavior:
 Assessment
 Training
 Counseling
Summary
• Employee development is the combination of

formal education, job experiences, relationships,
and assessment of personality and abilities to help
employees prepare for the future of their careers.
• Training is more focused on improving
performance in the current job, but training
programs may support employee development.
Summary
• A mentor is an experienced, productive senior

employee who helps develop a less-experienced
employee.
• Organizations can link mentoring to development
goals by establishing a formal mentoring program.
• Mentoring programs tend to be most successful
when they are voluntary and participants
understand program details.
Summary
• The concept of a career is fluid – a protean career

that changes along with changes in a person’s
interests, abilities, and values and changes in the
work environment.
• It requires active career management, which
includes planning for employee development.
Summary
• Assessment centers combine a variety of methods to

provide assessment information. Managers must
share assessments, along with suggestions for
improvement.
• Job experiences contribute to development through a
combination of relationships, problems, demands,
tasks, and other features of an employee’s jobs.
• Organizations can ensure that women and minority
employees receive access to development resources
such as coaches and mentors.
Summary
• Effective succession planning includes methods for

selecting high-potential employees, providing them
with developmental experiences, and getting the
CEO actively involved with these employees.
• For dysfunctional managers who have the potential
to contribute to the organization, the organization
may offer development targeted at correcting the
areas of dysfunction.

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© 2016 by McGraw-Hill Education. This is proprietary material solely for authorized instructor use.

Not authorized for sale or distribution in any

1. How development is related to training and

5. Principles of successful mentoring programs

• Employee development: combination of formal

Significant Developments: True (A) or False (B)?

Protean career: a career that frequently changes

• An employee starts out as a sales person, then

Formal Education Assessment

Myers-Briggs Type Indicator (MBTI)®

Assessment Centers Benchmarks

Performance appraisals can be useful for employee

360-degree feedback can be used for development

Sarah participated in leaderless group discussions

Phyllis is in the process of understanding what

A manager who is Six dysfunctional

When a manager is an otherwise valuable employee

• Employee development is the combination of

• A mentor is an experienced, productive senior

• The concept of a career is fluid – a protean career

• Assessment centers combine a variety of methods to

• Effective succession planning includes methods for

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