Employee

9
Chapter
Development
Objectives
After reading this chapter, you should be able to:

1. Discuss current trends in using 5. Tell how to train managers to

formal education for
development.
2. Discuss how assessment of
personality type, work
behaviors, and job performance
can be used for employee
development.
3. Develop successful mentoring
programs.
4. Explain how job experience can
be used for employee
development.
coach employees.
6. Discuss the steps in the
development process.
7. Explain the employees’ and
company's responsibilities in the
development planning process.
8. Explain what companies are
doing for management
development issues, including
planning, melting the glass
ceiling, and helping
Copyright © 2003dysfunctional managers.
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 9-2
Comparison between Training
and Development

Training Development

Focus Current Future

Use of work Low High

experience Preparation for Preparation
Goal current job for changes

Participation Required Voluntary

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 9-3
Development and Careers

 Protean Career: A career that is frequently changing.

 The types of knowledge that an employee needs to be
successful have changed. In addition to “knowing
how,” employees also need to “know why” and
“know whom.”
 Career pattern from a linear hierarchy to a spiral
career pattern.
 “Boundaryless” careers.

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 9-4
Approaches to Employee
Development

 Formal education
 Assessment
 Myers-Briggs test
 Assessment center
 Benchmarks
 Performance appraisals
 Job experiences
 Interpersonal relationships

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 9-5
Myers - Briggs Types
16 personality types based on the following 4
dimensions:
1 Energy: where people get strength and vitality from
 extroverts (e) - interpersonal relationships

 introverts (i) - personal thoughts and feelings

2 Life-Style: tendency to be flexible and adaptable

 judging (j) - focus on goals, establish deadlines

 perceiving (p) - enjoy surprises, change decisions

3 Information-gathering: actions taken in decision-making

 sensing (s) - gather facts, detail

 intuitive (i) - focus on possibilities, idea relationships

4 Decision-making: amount of consideration for other’s

feelings
 thinking (t) - objective focus

 perceiving (p) - evaluate the impact of decisions on others

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 9-6
Assessment Centers

The types of exercises used include:

 Leaderless group discussion

 Interviews

 In-baskets

 Role Plays

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 9-7
Employee Development
Experiences
Promotion Vertical assignments
Lateral moves
- job rotation - delegation of more
- lateral transfers significant tasks

Enlargement
Job
of current job Transfers
Rotation
experiences

Temporary
Downward move assignment
with another
organization

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 9-8
Employee Development Experiences:
Upward-Downward-Lateral Moves
BOSS

promotion

JOB Transfer

demotion

Subordinate

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 9-9
Characteristics of
Successful Mentoring Programs
 Participation is voluntary
 Matching process is flexible
 Mentors are chosen on ability &
willingness
 Purpose is clearly understood
 Program length is specified
 Minimum level of contact is specified
 Contact among participants is
encouraged
 Program is evaluated
 Employee development is rewarded
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 9-10
Benefits of Mentoring
Relationships for Proteges

 Career Support
 Coaching, protection, sponsorship, providing
challenging assignments, exposure, and visibility
 Psychological Support
 A friend and a role model, providing positive regard and
acceptance, and providing a sounding board of proteges.
 Additional Benefit
 Promotion, higher salaries and greater influence

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 9-11
Career Management Process

Self-
Assessment
- determine
career interests,
values, aptitudes

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 9-12
Career Management Process

Reality
Check
Self-
Assessment - feedback on
skills, knowledge
- determine
career interests,
values, aptitudes

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 9-13
Career Management Process

Goal
Setting
Reality - devise short-
Check and long-term
Self- developmental
- feedback on plans
Assessment
skills, knowledge
- determine
career interests,
values, aptitudes

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Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
 9-14
Career Management Process
Action
Plans

Goal
Setting
Reality - devise short-
Check and long-term
Self- developmental
- feedback on plans
Assessment
skills, knowledge
- determine
career interests,
values, aptitudes

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 9-15
Special Issues

 Melting the Glass Ceiling

 Succession Planning

 Dysfunctional Managers

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