1. Development Planning Systems
1.1. SELF-ASSESSMENT
1.1.1. the use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies
1.1.2. involves psychological tests
1.1.3. Through the assessment, a development need can be identified. This need can result from gaps between current skills and/or interests and the type of work or position the employee wants
1.2. REALITY CHECK
1.2.1. the information employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plans
1.2.2. provided by the employee’s manager as part of performance appraisal
1.2.3. help employees understand the expectations for their current and possible new positions, their current performance, and how they can improve
1.3. GOAL SETTING
1.3.1. the process of employees developing short- and long-term development objectives
1.4. ACTION PLANNING
1.4.1. a written strategy that employees use to determine how they will achieve their short- and long-term career goals
2. Approaches to Employee Development
2.1. FORMAL EDUCATION
2.1.1. include off-site and on-site programs designed specifically for the company’s employees, short courses offered by consultants or universities, executive MBA programs, and university programs in which participants live at the university while taking classes.
2.1.2. many companies also provide tuition reimbursement as a benefit for all employees to encourage them to develop
2.1.2.1. Tuition reimbursement
2.1.2.1.1. the practice of reimbursing employees’ costs for college and university courses and degree programs.
2.2. ASSESSMENT
2.2.1. involves collecting information and providing feedback to employees about their behavior, communication style, or skills
2.2.2. Used to
2.2.2.1. most frequently: identify employees with managerial potential and to measure current managers’ strengths and weaknesses
2.2.2.2. identify managers with the potential to move into higher-level executive positions
2.2.2.3. identify the strengths and weaknesses of individual team members and the decision processes or communication styles that inhibit the team’s productivity (with work teams)
2.2.3. help employees understand their tendencies, their needs, the type of work environment they prefer, and the type of work they might prefer to do
2.2.4. Methods
2.2.4.1. Personality Tests and Inventories
2.2.4.1.1. used to determine if employees have the personality characteristics necessary to be successful in specific managerial jobs or jobs involving international assignments
2.2.4.1.2. typically measure five major dimensions
2.2.4.1.3. Myers-Briggs Type Inventory (MBTI)
2.2.4.2. Assessment Center
2.2.4.2.1. multiple raters or evaluators (assessors) evaluate employees’ performance on a number of exercises
2.2.4.2.2. The types of exercises used in assessment centers
2.2.4.2.3. designed to measure employees’ administrative and interpersonal skills
2.2.4.3. Performance Appraisals and 360-Degree Feedback
2.2.4.3.1. performance appraisal
2.2.4.3.2. upward feedback and 360-degree feedback
2.3. JOB EXPERIENCES
2.3.1. relationships, problems, demands, tasks, or other features that employees face in their jobs
2.3.2. Stretch assignments
2.3.2.1. assignments in which there is a mismatch between the employee’s skills and past experiences and the skills required for success on the job
2.3.3. seen as positive stressors
2.3.3.1. challenge employees to stimulate learning
2.3.4. viewed as negative stressors
2.3.4.1. create high levels of harmful stress for employees exposed to them
2.3.5. Enlarging the Current Job
2.3.5.1. Job enlargement
2.3.5.1.1. adding challenges or new responsibilities to employees’ current jobs
2.3.5.1.2. This helps
2.3.6. Job Rotation and Lateral Moves
2.3.6.1. Job rotation
2.3.6.1.1. gives employees a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department
2.3.6.1.2. involves a planned sequence of jobs that the employee is expected to hold, whereas lateral moves may not necessarily involve a predetermined sequence of jobs or positions
2.3.6.1.3. advantages
2.3.6.1.4. Potential problems
2.3.7. Transfers, Promotions, and Downward Moves
2.3.7.1. transfer
2.3.7.1.1. an employee is assigned a job in a different area of the company
2.3.7.1.2. not necessarily increase job responsibilities or compensation
2.3.7.2. Promotions
2.3.7.2.1. advancements into positions with greater challenges, more responsibility, and more authority than in the previous job.
2.3.7.3. downward move
2.3.7.3.1. occurs when an employee is given less responsibility and authority
2.3.8. Temporary Assignments, Projects, Volunteer Work, and Sabbaticals
2.3.8.1. Temporary assignments
2.3.8.1.1. 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, and voluntary assignments
2.3.8.1.2. Employee exchange
2.3.8.2. sabbatical
2.3.8.2.1. a leave of absence from the company for personal reflection, renewal, and skill development
2.3.8.2.2. Employees on sabbatical often receive full pay and benefits
2.3.8.3. Volunteer assignments
2.3.8.3.1. used for development
2.3.8.3.2. may give employees opportunities to manage change, teach, have a high level of responsibility, and be exposed to other job demands
2.4. INTERPERSONAL RELATIONSHIPS
2.4.1. Mentoring
2.4.1.1. mentor
2.4.1.1.1. an experienced, productive senior employee who helps develop a less experienced employee (the protégé)
2.4.1.2. mentoring relationships
2.4.1.2.1. most develop informally as a result of interests or values shared by the mentor and the protégé
2.4.1.2.2. 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
2.4.1.3. Purposes
2.4.1.3.1. socializing new employees
2.4.1.3.2. developing managers
2.4.1.3.3. providing opportunities for women and minorities to share experiences and gain the exposure and skills needed to move into management positions
2.4.1.4. Developing Successful Mentoring Programs
2.4.1.4.1. Formalized mentoring programs
2.4.1.5. Benefits of Mentoring Relationships
2.4.1.5.1. mentors provide career and psychosocial support to their protégés
2.4.1.5.2. for the protégé:
2.4.1.5.3. for mentors:
2.4.1.5.4. Reverse mentoring
2.4.2. Coaching
2.4.2.1. coach
2.4.2.1.1. a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback
2.4.2.1.2. three roles that a coach can play
3. Special Issues in Employee Development
3.1. MELTING THE GLASS CEILING
3.2. SUCCESSION PLANNING
3.2.1. 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
3.2.2. Advantages
3.2.2.1. ensures that top-level managerial talent is available
3.2.2.2. avoids premature promotion of managers who are not ready for upper management ranks
3.2.2.3. 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
3.2.3. High-potential employees
3.2.3.1. those the company believes are capable of being successful in higher- level managerial positions such as general manager of a strategic business unit, functional director (such as director of marketing), or CEO
3.2.3.2. typically complete an individual development program that involves education, executive mentoring and coaching, and rotation through job assignments
3.2.4. Bench strength
3.2.4.1. having a pool of talented employees who are ready when needed
3.2.5. 9-box grid
3.2.5.1. a three-by-three matrix used by groups of managers and executives to compare employees within one department, function, division, or the entire company
3.2.5.2. used for analysis and discussion of talent, to help formulate effective development plans and activities, and to identify talented employees who can be groomed for top-level management positions in the company
4. Intro
4.1. employee development
4.1.1. a key contributor to a company’s competitive advantage by helping employees understand themselves
4.1.2. helps retain valuable managers who might otherwise leave to join clients or competitors
4.1.3. a necessary component of a company’s efforts to compete in the new economy, to meet the challenges of global competition and social change, and to incorporate technological advances and changes in work design
4.1.4. key to ensuring that employees have the competencies necessary to serve customers and create new products and customer solutions
4.2. employee commitment and retention are directly related to how employees are treated by their managers.
5. The Relationship among Development, Training, and Careers
5.1. DEVELOPMENT AND TRAINING
5.1.1. Development
5.1.1.1. formal education, job experiences, relationships, and assessment of personality and abilities that help employees prepare for the future
5.1.1.2. especially critical for talent management, particularly for senior managers and employees with leadership potential
5.1.1.3. prepares employees for other positions in the company and increases their ability to move into jobs that may not yet exist
5.1.2. training
5.1.2.1. focuses on helping employees’ performance in their current jobs
5.2. DEVELOPMENT AND CAREERS
5.2.1. Today’s careers are known as protean careers
5.2.1.1. protean career
5.2.1.1.1. based on self-direction with the goal of psychological success in one’s work.
5.2.1.1.2. has several implications for employee development
5.2.1.1.3. psychological success
5.2.1.2. development planning systems or career management systems
5.2.1.2.1. system to identify and meet employees’ development needs
5.2.1.2.2. to retain good performers and employees who have potential for managerial positions