Ch9 - Employee Development and Career Management

CHAPTER
EMPLOYEE DEVELOPMENT AND

CAREER MANAGEMENT
Copyright © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education .
OBJECTIVES
(1)
Discuss the steps in the development planning process

Explain the employees’ and company’s responsibilities in
planning development
Discuss current trends in using formal education for
development
Relate how assessment of personality type, work
behavior, and job performance can be used for employee
development
Explain how job experiences can be used for development
and suggest a job experience to match an employee’s
Copyright © McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill
development goal or need
Education.
OBJECTIVES
(2)
Identify the characteristics of an effective mentoring

program
Describe the succession planning process and how the
nine-box grid is used
Design an effective on-boarding process
Education.
DEVELOPMENT IS
KEY
Helps managers understand their strengths, weaknesses,
and interests
Helps managers expand responsibilities to meet their growth
needs
Increases retention of valuable managers
Ensures employees have needed competencies
Helps increase employee engagement
Education.
DEVELOPMENT AND
TRAINING
Development refers to learning experiences that help
employees grow and prepare for the future
Development often involves voluntary learning not tied

directly to the current job
Training is related to the current job and typically required
Education.
CAREERS
Traditionally, careers have been described in a

variety of ways:
• as a sequence of positions held within an
occupation
• in the context of mobility within an organization
• as a characteristic of the employee—one’s career
Education.
PROTEAN
CAREERS
A protean career is based on self-direction, whereby
one’s career is driven by the person versus the
organization
A key goal in protean careers is to achieve psychological

success
Employees need to develop new skills rather than rely

on static knowledge
Education.
BOUNDARYLESS
CAREERS
Today’s careers are “boundaryless”
Boundaryless means that individuals identify more with a job

and profession than an employer
Most employees are unlikely to stay at one company for their

entire career or even for a significant portion
Education.
APPROACHES TO CAREER MANAGEMENT
Jump to APPROACHES TO CAREER MANAGEMENT Long

Description
Education.
STEPS IN DEVELOPMENT
PLANNING
Jump to STEPS IN DEVELOPMENT PLANNING Long

Description
Education.
APPROACHES TO DEVELOPMENT
Jump to APPROACHES TO DEVELOPMENT Long Description
Education.
FREQUENCY OF PRACTICES
Jump to FREQUENCY OF PRACTICES Long Description
Education.
FORMAL
EDUCATION
Formal education may take many forms
• on-site or off-site programs tailored specifically for a
company’s employees
• short courses offered by consultants or academic
institutions
Many companies provide tuition
reimbursement
Education.
EXECUTIVE
EDUCATION
Includes executive MBA programs and specialized curricula
on topics such as leadership, entrepreneurship, and global
business
Blended learning is common
Educational institutions have begun offering in-house,

customized programs
Education.
ASSESSMENT
Involves collecting information and providing feedback about

behavior, communication style, and skills
Assessment may help:
• identify managerial potential
• identify strengths and weaknesses of members in teams
• self-awareness
• development goals
Education.
NEO PERSONALITY
INVENTORY
The Big Five personality dimensions:
• emotional stability (relaxed, non-worrier)
• extraversion (sociable, outgoing)
• openness (willing to try new things)
• agreeableness (friendly, polite)
• conscientiousness (hardworking, detail oriented)
Education.
THE DISC
Measures personality and behavioral style:

• dominance (directness, forcefulness)
• influence (sociability, persuasiveness)
• steadiness (cooperativeness,
dependability)
• conscientiousness (accuracy,
competency)
Education.
MYERS-BRIGGS TYPE
INDICATOR
Identifies 16 personality types based on preferences for:
• introversion (I) or extraversion (E)
• sensing (S) or intuition (N)
• thinking (T) or feeling (F)
• judging (J) or perceiving (P)
Each personality type has implications for work

habits and interpersonal relationships
Education.
ASSESSMENT CENTERS
Multiple raters assess employees in a number of exercises
Typically used to identify personality characteristics,

administrative skills, and interpersonal skills for managerial jobs
Common exercises
• leaderless group discussions
• interviews
• in-basket exercises
• role-plays
Education.
360-DEGREE
FEEDBACK
Feedback is obtained from subordinates, peers, customers,
managers, and employees themselves
Individuals complete questionnaires rating the employee

on a number of different dimensions
Education.
BENEFITS OF 360
There are many benefits of 360

• Feedback is obtained from multiple perspectives
• Employees gain a better perspective of their strengths
and areas for improvement
• These systems help to formalize the feedback process
Education.
CHALLENGES WITH
360
Yet there are challenges
• Time demands placed on raters
• Employees may retaliate against raters
• Facilitators may be required to interpret results
• Companies may fail to provide opportunities to act on
feedback
Education.
JOB EXPERIENCES
Most development occurs through job experiences
Development most likely occurs when employees are given

“stretch” assignments
Job experiences perceived as positive stressors will

challenge employees and stimulate learning
Education.
ENLARGING THE CURRENT
JOB
Job enlargement involves adding challenges and new
responsibilities to the current job
“Two-in-a-box”
• Enlarging jobs by giving two managers the same title and
responsibilities and allowing them to divide work as they
see fit
Education.
JOB ROTATION AND LATERAL
MOVES
A series of assignments in different functional areas of the
company or within a single functional area
Job rotation helps employees gain an overall appreciation of

the company and develop a network
Lateral moves help retain employees who want new

experiences
Do Millennials value lateral moves?
Education.
EFFECTIVE JOB ROTATION
Linked to specific developmental needs

Provides experiences needed for managerial
positions
Employees understand the skills to be developed
Timed to minimize workload costs
All employees are given equal opportunity
Education.
TEMPORARY ASSIGNMENTS, VOLUNTEERING &
SABBATICALS
Temporary assignments involve exchanging employees so
companies can better understand each other
Community volunteer assignments may provide
opportunities to learn new skills
A sabbatical involves a leave of absence to renew or
develop skills
Education.
TRANSFERS, PROMOTIONS & DOWNWARD
MOVES
A transfer involves reassigning an employee to a different
area of the company
A promotion involves advancement to a position of

greater responsibility and authority
A downward move involves a position with less

responsibility
Education.
BUY-IN FOR RELOCATION
Provide information about content, challenges, and benefits

Send the employee to preview the new location
Educate how the new job will affect income, taxes, and
expenses
Assist with selling and securing housing
Assign a host to help with adjustment
Provide an orientation program
Education.
MENTORING
Involves an experienced, senior employee helping to

develop a less experienced one
Helps socialize new employees, develop managers, and
provide opportunities without regard to race and gender
Most relationships develop informally, but some companies
have formal programs
Consider reverse mentoring
Education.
PROTÉGÉ The relationship between Mentors and mentees
BENEFITS
Benefits for protégés include:
• career support
• psychosocial support
• skill development
• higher rates of promotion
• higher salaries
• greater organizational influence
Education.
MENTORS BENEFIT
TOO
Benefits for mentors include:
• developing interpersonal skills
• increased self-esteem
• increased sense of worth to the
company
• access to new knowledge in their
field
Education.
FORMAL MENTORING
PROGRAMS
Carefully select mentors
Make participation voluntary
Ensure the process does not hinder informal relationships
Match based on how the mentor’s skills can meet a protégé’s
needs
Clarify roles and expectations
Specify a minimum amount of contact time
Encourage continued relationships Like gathering at least every month
Education.
COACHING
A peer or manager who works with an employee to

develop skills, motivate, and provide feedback
A coach can play three roles:
• developing high potential managers
• helping employees learn for themselves
• providing valuable resources
Education.
RESISTANCE TO COACHING
Managers may be reluctant to discuss performance problems

Managers may be better able to identify performance issues
than solve them
Managers may believe employees perceive coaching as
criticism
Managers may not have time to coach
Education.
SUCCESSION
PLANNING It is in the critical positions
Identifying, developing, and tracking employees who are

capable of moving into different positions
Key benefits
• prepares future leaders and builds “bench strength”
• minimizes disruptions when key employees leave
• helps plan development experiences
• attracts and retains employees
Education.
THE NINE-BOX GRID
Jump to THE NINE-BOX GRID Long

Description
Education.
SHOULD RESULTS BE MADE
PUBLIC?
Advantages
• employees may stay because they understand
promotion prospects
• employees who are not interested may communicate
their intentions
Disadvantages
• employees not targeted may become discouraged
and leave
Education.
QUESTION:
WHY MIGHT SUCCESSION PLANNING BE

PARTICULARLY CHALLENGING IN FAMILY
BUSINESSES?
Education.
DYSFUNCTIONAL BEHAVIORS
Development may help alleviate dysfunctional behaviors
“Toxic” behaviors include insensitivity, aggression,

arrogance, and poor conflict-management skills
A combination of assessment, training, and counseling could

be used
Education.
FOUR STEPS OF ONBOARDING
Jump to FOUR STEPS OF ONBOARDING Long

Description
Education.
EFFECTIVE
ONBOARDING
Focus on technical and social aspects of work and
organizational culture
There is active involvement and employees are
encouraged to ask questions
This is interaction between new hires and seasoned
employees
Managers are involved
There is follow up at different points during the first year
Education.
Appendix of Image Long Descriptions
APPROACHES TO CAREER MANAGEMENT
Long Description
This slide presents approaches to career management in four quadrants (beginning

top left, clockwise):
structured approach
flexible approach
transitory approach
open approach
Jump back to APPROACHES TO CAREER MANAGEMENT

STEPS IN DEVELOPMENT PLANNING Long Description
This slide presents the steps in development planning with an arrow (from left
to right):
Self Assessment—identifying opportunities and areas for improvement
Reality Check—identifying what needs are most realistic to develop
Goal Setting—establishing goals to focus development efforts
Action Planning—creating a plan to determine how goals will be achieved
Jump back to STEPS IN DEVELOPMENT PLANNING

APPROACHES TO DEVELOPMENT Long Description
This slide presents different approaches to development (from left to right, top to
bottom):
Formal Education
Executive Education
Personality Tests
Assessment Center
Performance Appraisal
360-Degree Feedback
Enlarging the Current Job
Job Rotation
Lateral Moves
Transfers
Promotions
Downward Moves
Temporary Assignments
Volunteer Work
Sabbaticals
Mentoring Jump back to APPROACHES TO DEVELOPMENT
Coaching
Succession Planning
FREQUENCY OF PRACTICES Long Description
This slide presents the percentages of companies using different development practices with a bar chart
(from top to bottom):
Classroom Courses - 80%
Matching with “Stretch” Opportunities - 35%
High-visibility Assignments - 42%
Leadership Forums - 56%
Job Rotation - 30%
Mentoring - 68%
Coaching - 79%
Jump back to FREQUENCY OF PRACTICES

THE NINE-BOX GRID Long Description
Nine-Box Grid
This slide presents the nine-box grid with three rows and columns.
Top row from left to right: 7-technical/subject expert, 8-agile nonperformer, 9star
Middle row from left to right: 4-strong contributor, 5-core employee, 6-rising star
Bottom row from left to right: 1-poor employee, 2-inconsistent employee, 3-potential
may be misplaced
Jump back to THE NINE-BOX GRID

FOUR STEPS OF ONBOARDING Long Description
This slide presents the four steps of onboarding with four steps (from left
to right):
Compliance—understanding basic legal and policy-related rules and
regulations
Clarification—understanding job and performance expectations
Culture—understanding company history, traditions, values, and norms
Connection—understanding and developing formal and informal
relationships
Jump back to FOUR STEPS OF ONBOARDING

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CHAPTER

EMPLOYEE DEVELOPMENT AND

Discuss the steps in the development planning process

Identify the characteristics of an effective mentoring

Development often involves voluntary learning not tied

Training is related to the current job and typically required

Traditionally, careers have been described in a

A key goal in protean careers is to achieve psychological

Employees need to develop new skills rather than rely

Boundaryless means that individuals identify more with a job

Most employees are unlikely to stay at one company for their

Jump to APPROACHES TO CAREER MANAGEMENT Long

Jump to STEPS IN DEVELOPMENT PLANNING Long

Jump to APPROACHES TO DEVELOPMENT Long Description

Jump to FREQUENCY OF PRACTICES Long Description

Blended learning is common

Educational institutions have begun offering in-house,

Involves collecting information and providing feedback about

Measures personality and behavioral style:

Each personality type has implications for work

Multiple raters assess employees in a number of exercises

Typically used to identify personality characteristics,

Individuals complete questionnaires rating the employee

There are many benefits of 360

Most development occurs through job experiences

Development most likely occurs when employees are given

Job experiences perceived as positive stressors will

Job rotation helps employees gain an overall appreciation of

Lateral moves help retain employees who want new

Do Millennials value lateral moves?

Linked to specific developmental needs

A promotion involves advancement to a position of

A downward move involves a position with less

Provide information about content, challenges, and benefits

Involves an experienced, senior employee helping to

A peer or manager who works with an employee to

Managers may be reluctant to discuss performance problems

Identifying, developing, and tracking employees who are

Jump to THE NINE-BOX GRID Long

WHY MIGHT SUCCESSION PLANNING BE

Development may help alleviate dysfunctional behaviors

“Toxic” behaviors include insensitivity, aggression,

A combination of assessment, training, and counseling could

Jump to FOUR STEPS OF ONBOARDING Long

This slide presents approaches to career management in four quadrants (beginning

Jump back to APPROACHES TO CAREER MANAGEMENT

Jump back to STEPS IN DEVELOPMENT PLANNING

Jump back to FREQUENCY OF PRACTICES

Jump back to THE NINE-BOX GRID

Jump back to FOUR STEPS OF ONBOARDING

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