Professional Documents
Culture Documents
Human Resource Management 4: Fundamentals of
Human Resource Management 4: Fundamentals of
CHAPTER 9
Developing Employees for Future
Success
McGraw-Hill/Irwin Copyright 2011 by The McGraw-Hill Companies, Inc. All Rights Reserved.
What Do I Need to Know?
9-2
What Do I Need to Know? (continued)
9-3
Introduction
9-4
Table 9.1: Training versus Development
9-5
Test Your Knowledge
Significant Developments: True (A) or False (B)?
There are more horizontal ladders in middle
management than upward moves.
Companies focus on employees career steps rather than
their core competencies.
Careers are now more a series of projects, rather than
upward steps in an organization
Career development primarily applies to managers.
The organization manages employees careers more so
than the individual.
The average 32-year old has already worked for 7 different
firms.
9-6
Development for Careers
9-7
Test Your Knowledge
9-8
Figure 9.1: Four Approaches to Employee
Development
9-9
Approaches to Employee Development
9-10
One way to develop employees is to begin
with an assessment which may consist of
assigning an activity to a team and seeing
who brings what skills and strengths to the
team.
9-11
Assessment Tools
Assessment Centers
Benchmarks Assessment
Performance Appraisal
360-Degree Feedback
9-12
Assessment Tools:
Myers-Briggs Type Indicator (MBTI)
It is a psychological test This is the most popular
that identifies test for employee
individuals preferences development.
for source of energy,
means of information The assessment consists
gathering, way of of more than 100
decision making, and questions about how the
lifestyle, providing person feels or prefers to
information for team behave in different
building and leadership situations.
development.
9-13
Assessment Tools (continued)
9-14
Table 9.2: Skills Related to Success as a
Manager
9-15
Assessment Tools (continued)
Performance appraisals can be useful for
employee development under certain conditions:
1. The appraisal system must tell employees specifically
about their performance problems and ways to
improve their performance.
2. Employees must gain a clear understanding of the
differences between current performance and
expected performance.
3. The appraisal process must identify causes of the
performance discrepancy and develop plans for
improving performance.
9-16
Assessment Tools (continued)
9-17
Test Your Knowledge
9-18
Approaches to Employee Development
(continued)
9-19
Figure 9.2: How Job Experiences Are Used
for Employee Development
9-20
Working outside ones home country is the
most important job experience that can
develop an employee for a career in the
global economy.
9-21
Approaches to Employee Development
(continued)
9-22
Figure 9.3: Steps and Responsibilities in
the Career Management Process
9-23
Test Your Knowledge
9-24
Career Management System (continued)
Data Gathering:
Feedback
Self-Assessment
Information employers give
The use of information by
employees about their skills
employees to determine
and knowledge and where
their career interests,
these assets fit into the
values, aptitudes,
organizations plans.
behavioral tendencies, and
development needs.
MBTI
Strong-Campbell Interest
Inventory
Self-Directed Search
9-25
Figure 9.4: Sample Self-Assessment
Exercise
9-26
Career Management System (continued)
Action Planning & Follow-
Goal Setting Up
Based on the information Employees prepare an
from the self-assessment action plan for how they will
and reality check, the achieve their short- and
employee sets short- and long-term career goals.
long-term career objectives. Any one or a combination of
development methods may
Desired positions
be used.
Level of skill to apply
Approach used depends on
Work setting
the particular development
Skill acquisition
need and career objectives.
9-27
Figure 9.5: Career Development Plan
9-28
Development-Related Challenges
Succession Dysfunctional
Glass Ceiling
Planning Managers
Circumstances The process of A manager who
resembling an identifying and is otherwise
invisible barrier tracking high- competent may
that keep most potential engage in some
women and employees who behaviors that
minorities from will be able to fill make him or her
attaining the top top management ineffective or
jobs in positions when even toxic
organizations. they become stifles ideas and
vacant. drives away good
employees.
9-29
Indra Nooyi became the first woman CEO of
PepsiCo in 2006.
Her success at the company gives her the
distinction of being one of the women to break
through the glass ceiling.
9-30
Figure 9.6:
Process for
Developing a
Succession Plan
9-31
Dysfunctional Managers
9-32
Dysfunctional Managers (continued)
9-33
Summary
9-34
Summary (continued)
9-35
Summary (continued)
Assessment centers combine a variety of methods to
provide assessment information. Managers must
share the assessments, along with suggestions for
improvement.
Job experiences contribute to development through
a combination of relationships, problems, demands,
tasks, and other features of an employees jobs.
Organizations can ensure that women and minority
employees receive access to development resources
such as coaches and mentors.
9-36
Summary (continued)
9-37