Chapter 9 - Employee Development

Chapter 9 - Employee Development

1. Development & Training

   • development
     • formal education, job experiences, relationships, & assessment of personality & abilities that help employees prepare for the future
       • prepare employees for other positions in the company
       • increase their ability to move into jobs that may not yet exist
       • help employees prepare for changes in their current jobs that may result from new technology, work designs, new customers, or new product markets
   • training
     • a planned effort by a company to facilitate employees’ learning of job-related competencies, knowledge, skills, & behaviors
       • help employees’ performance in their current jobs

2. Development & Careers

   • protean career
     • based on self-direction with the goal of psychological success in one’s work
       • goal
         • psychological success
           • the feeling of pride & accomplishment that comes from achieving life goals that are not limited to achievements at work (e.g. raising a family & having good physical health)
   • boundaryless
     • careers may involve identifying more with a job or profession than with the present employer
     • career plans or goals are influenced by personal or family demands and values

3. Development Planning Systems

   • Career Management Systems

4. 4 Approaches to Employee Development

   • Formal education
     • off-site & on-site programs designed specifically for the company’s employees, short courses offered by consultants or universities, executive MBA programs, & university programs in which participants live at the university while taking classes
   • Assessment
     • collecting info. & providing feedback to employees about their behavior, communication style, or skills
       • 5 reasons
         • identify employees with managerial potential & measure current managers’ strengths & weaknesses
         • identify managers with the potential to move into higher-level executive positions
         • identify the strengths & weaknesses of individual team members &the decision processes or communication styles that inhibit the team’s productivity
         • help employees understand their tendencies, their needs, the type of work environment they prefer, the type of work they might prefer to do
         • help employees decide what type of development goals might be most appropriate for them
       • Personality tests & inventories
         • Personality tests
           • 5 dimensions
             • extraversion
             • adjustment
             • agreeableness
             • conscientiousness
             • openness to experience
         • Myers-Briggs Type Inventories (MBTI)
           • 16 personality types
             • introversion (I) ≠ extraversion (E)
               • preferences for energy
             • sensing (S) ≠ intuition (N)
               • info. gathering
             • thinking (T) ≠ feeling (F)
               • decision making
             • judging (J) ≠ perceiving (P)
               • lifestyle
       • Assessment center
         • where multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises
           • leaderless group discussion
           • interview
           • in-basket
             • a simulation of the administrative tasks of the manager’s job
           • role play
         • designed to measure employees’ administrative & interpersonal skills
       • Performance appraisal & 360-degree feedback
         • performance appraisal
           • process of measuring employees’ performance
             • must tell employees specifically about their performance problems & how they can improve their performance
         • upward feedback
           • collecting subordinates’ evaluations of managers’ behaviors or skills
         • 360-degree feedback
           • evaluation of employees’ behaviors or skills by subordinates, peers, customers, their bosses, the employees themselves
             • 4 activities involved
   • Job experiences
     • Job experiences
       • relationships, problems, demands, tasks, or other features that employees face in their jobs
         • stretch assignment
           • a mismatch between the employee’s skills & past experiences & the skills required for success on the job
     • job enlargement
       • adding challenges or new responsibilities to employees’ current jobs
     • job rotation & lateral moves
       • job rotation
         • give employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or dept.
         • involve a planned sequence of jobs that the employee is expected to hold
         • pros
           • help employees gain an overall appreciation of the company’s goals, increases their understanding of different company functions, develops a network of contacts, increases employees’ skills
           • provide the opportunity for another employee to move into the vacated position, creating a system that helps employees to continuously develop skills
         • cons
           • may cause employees to adopt a short-term perspective when problem solving
           • employees’ satisfaction and motivation may be adversely affected because they find it difficult to develop functional specialties & they don’t spend enough time in one position to receive a challenging assignment
           • productivity losses & workload increases
       • lateral moves
         • not necessarily involve a predetermined sequence of jobs or positions
     • Transfers, promotions, downward moves
       • transfer
         • an employee is assigned a job in a different area of the company; a move to a job with similar responsibilities
       • promotion
         • advancements into positions with greater challenges, more responsibility, more authority than in the previous job
           • pay increase
       • downward move
         • when an employee is given less responsibility and authority
           • a move to another position at the same level (lateral demotion)
           • a temporary cross-functional move
           • a demotion because of poor performance
     • Temporary assignments, projects, volunteer work, sabbaticals
       • temporary assignment
         • job tryouts such as employees taking on a position to help them determine if they are interested in working in a new role, employee exchanges, sabbaticals, & voluntary assignments
         • employee exchange
           • 2 organizations swap their employees with one another
         • sabbatical
           • a leave of absence from the company for personal reflection, renewal, & skill development
         • volunteer assignment
   • Interpersonal relationships
     • Mentoring
       • mentor
         • experienced, productive senior employee who helps develop a less experienced employee (the protégé)
       • most mentoring relationships develop informally as a result of interests or values shared by the mentor & the protégé
       • mentoring relationships can also develop as part of a formal mentoring program, that is, a planned company effort to bring together successful senior employees with less experienced employees
       • Developing successful mentoring programs
       • Benefits of mentoring relationships
         • For the protégés
           • career support
             • coaching; protection; sponsorship; providing challenging assignments, exposure, & visibility
           • psychosocial support
             • serving as a friend & a role model, providing positive regard & acceptance, & creating an outlet for the protégé to talk about anxieties & fears
           • higher rates of promotion, higher salaries, greater organizational influence
         • For the mentors
           • develop interpersonal skills & increase feelings of self-esteem & worth to the organization
           • gain knowledge about important new scientific developments in their field
     • Coaching
       • Coach
         • a peer or manager who works with employees to motivate them, help them develop skills, provide reinforcement and feedback
           • 3 roles
             • give feedback
             • help employees learn for themselves
             • provide resources such as mentors, courses, or job experiences that employees may not be able to gain access to without the coach’s help

5. Melting the Glass Ceiling

   • how to get women and minorities into upper-level management positions
   • recommendations

6. Succession planning

   • the process of identifying and tracking high-potential employees who are capable of moving into different positions in the company resulting from planned or unplanned job openings due to turnover, promotion, or business growth
   • often discussed when considering company’s managers or top leaders
   • pros
     • require senior management to systematically review leadership talent in the company
     • ensure that top-level managerial talent is available
     • provide a set of development experiences that managers must complete to be considered for top management positions
       • avoid premature promotion of managers who are not ready for upper management ranks
     • help attract and retain managerial employees by providing them with development opportunities that they can complete if upper management is a career goal for them
   • bench strength
     • having a pool of talented employees who are ready when needed
   • Process of developing a succession plan
   • Succession plan review
     • 9-box grid

Imágenes y archivos del mapa