CHAPTER 9 Developing Employees for Future Success

1. CHAPTER 9 Developing Employees for Future Success fundamentals ofHuman Resource Management 4theditionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright

2. Table 9.1: Training versus Development

3. Approaches to Employee Development Formal Education Assessment Collecting information and providing feedback to employees about heir behavior, communication style, or skills. Information for assessment may come from the employees, their peers, managers, and customers. • These may include: • Workshops • Short courses • Lectures • Simulations • Business games • Experiential programs • Many companies operate training and development centers.

4. Assessment Tools

5. Table 9.2: Skills Related to Success as a Manager

6. Approaches to Employee Development (continued) • Job experiences: the combination of relationships, problems, demands, tasks, and other features of an employee’s jobs. • Most employee development occurs through jobexperiences. • Key job experience events include: • Job assignments • Interpersonal relationships • Types of transitions • Through these experiences, managers learn how to handle common challenges, and prove themselves.

7. Figure 9.2: How Job Experiences Are Used for Employee Development

8. Figure 9.3: Steps and Responsibilities in the Career Management Process

9. Career Management System (continued) Data Gathering: Self-Assessment Feedback Information employers give employees about their skills and knowledge and where these assets fit into the organization’s plans. • The use of information by employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs. • MBTI • Strong-Campbell Interest Inventory • Self-Directed Search

10. Figure 9.4: Sample Self-Assessment Exercise

11. Career Management System (continued) Goal Setting Action Planning & Follow-Up Employees prepare an action plan for how they will achieve their short- and long-term career goals. Any one or a combination of development methods may be used. Approach used depends on the particular development need and career objectives. • Based on the information from the self-assessment and reality check, the employee sets short- and long-term career objectives. • Desired positions • Level of skill to apply • Work setting • Skill acquisition

12. Development-Related Challenges

13. Figure 9.6: Process for Developing a Succession Plan

14. Dysfunctional Managers • A manager who is otherwise competent may engage in some behaviors that make him or her ineffective – someone who stifles ideas and drives away employees. • These dysfunctional behaviors include: • insensitivity to others • inability to be a team player • arrogance • poor conflict management skills • inability to meet business objectives • inability to adapt to change

15. 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.