Training & Career

Development
• Various Interventions for Employee Development
• Development Planning Process Steps

• Special Issues

LEEZA MARIANO
JOONWOO KIM
GRACIELE ESCOTO
HAIDEE CAAYON
RODULFO NIERVES
NINA ANGELI TIONGKO
CHARLES QUISUMBING
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Employee Development
• Necessary to compete in the new economy
• Key to ensure employee competencies
• Helps develop managerial talent
• Allows employees to take
responsibility of their careers
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Training vs. Development

Training Development
Focus Current Future

Use of work Low High

experience

Goal Preparation for Preparation for

current job changes

Participation Required Voluntary

© 2006 The McGraw-Hill Companies, Inc. All rights reserved.

VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Development and Careers

• Protean Career – based on self-direction with the
goal of psychological success in one’s work
– job security is replaced by the goal of employability
– psychological success is the feeling of pride and
accomplishment from achieving
life goals that are not limited
to achievements at work
– continuous learning
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

Development and Careers

• Development Planning System –system to
identify and meet employees’ development
needs
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT
4 Approaches to Employee
Development
1. Formal education
2. Assessment
3. Job Experiences
4. Interpersonal Relationships
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

1. Formal Education
• In-house development programs
• Off-site short courses
• Executive MBA programs
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

2. Assessment
• Personality Tests
• Assessment Centers
• Benchmarks
• Performance Appraisals
and 360-Degree Feedback
Systems
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

3. Job Experiences
• Enlarging current job
• Job rotation
• Transfers, promotions and downward moves
• Temporary assignments,
projects, volunteer work
and sabbaticals
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

4. Interpersonal Relationships
• Mentoring
– An experienced senior employee helps develop a less
experiences employee
– Voluntary
– Mentor-protégé must actually interact
face-to-face or virtually using
videoconferencing
– Discuss problems
and share successes
– Mentor program should
be evaluated; feedback
VARIOUS INTERVENTIONS for EMPLOYEE DEVELOPMENT

4. Interpersonal Relationships
• Coaching
– Peer or manager works with an employee to motivate him,
help him develop skills, and provide reinforcement and
feedback
DEVELOPMENT PLANNING PROCESS STEPS

Development Planning
Process Steps

Steps in Career Planning

1.Self assessment
2.Reality check
3.Goal setting
4.Action planning
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
1. Self Assessment

• Refers to the use of information by employees to

determine their career interest,
values, aptitudes,
and behavioral tendencies
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
1. Self Assessment

• Several tests are performed to identify the

employees occupational
and job interests
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
1. Self Assessment

• Examples of self assessment tests are

Myers-Briggs Type Indicator,
Campbell Interest and
Skill Survey, Company’s
own assessment test
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
2. Reality Check

• The evaluation of the manager based on the

outcome of the test
• It is usually a part of the
performance appraisal
of an employee
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
3. Goal Setting

• The process of employees developing short term

and long term goal
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
3. Goal Setting

• These goals may be a desired position, level,

territory transfer or educational
advancement
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
3. Goal Setting

• Employers must ensure that the goals are specific,

challenging and attainable.
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
4. Action Planning

• Employees will determine how will they achieve

their short-term and long-term goal
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
4. Action Planning

• Actions plans may be written formally by the

employee and employers or
by the managers and
subordinates
DEVELOPMENT PLANNING PROCESS STEPS

Career Planning
4. Action Planning

• Employee must identify steps and timetable while

the employer will search for
the resources needed
to reach goals
SPECIAL ISSUES

Glass Ceiling
“Glass Ceiling” is referred to as a "ceiling" as there is a
limitation blocking upward advancement, and "glass"
(transparent) because the limitation is not
immediately apparent and is normally an unwritten
and unofficial policy.
SPECIAL ISSUES

Glass Ceiling
This glass ceiling tends to affect working women the
most. It's the barrier that prevents large numbers of
women, ethnic minorities, and sexual minorities
from obtaining and securing the most powerful,
prestigious, and highest-grossing jobs
in the workforce. 
SPECIAL ISSUES

Glass Ceiling
This barrier makes many women feel as they are not
worthy enough to have these high-ranking positions,
but also they feel as if their bosses do not take them
seriously or actually see them as potential
candidates.
SPECIAL ISSUES

Glass Ceiling
This glass ceiling tends to affect working women the
most. It's the barrier that prevents large numbers of
women, ethnic minorities, and sexual minorities
from obtaining and securing the most powerful,
prestigious, and highest-grossing jobs
in the workforce. 
SPECIAL ISSUES

Glass Ceiling
But many women recently have surpassed that hurdle.
But it continues to be a struggle. When at the top
management, many women feel like outsiders and at
times face sexual harassment.
SPECIAL ISSUES

Glass Ceiling
There are many reasons why women have been able to
break the barrier. Some believe that having women
on an executive board is a positive thing. Women
control the budget of most Filipino household.

The perception of a woman’s role is

changing with the younger
generation. But still exist.
SPECIAL ISSUES

Glass Ceiling
3 Dimensions of the Glass Ceiling
• Individual: Career planning; professional
competence; ambition; mobility; assertiveness
SPECIAL ISSUES

Glass Ceiling
3 Dimensions of the Glass Ceiling
• Society: Equal rights, promotion programs; equal
career opportunities; male dominance in decision
making; government support of parental leave
SPECIAL ISSUES

Glass Ceiling
3 Dimensions of the Glass Ceiling
• Company: Fluid hierarchies; supportive supervisor;
transparent promotion processes; good integration
in internal networks; tailored training programs
SPECIAL ISSUES

Glass Ceiling

Taken from Accenture’s Report on Glass Ceiling 0 = no glass

1 = thinnest glass
6 = thickest glass
SPECIAL ISSUES

Variations to Glass Ceiling

 Brass Ceiling - In the traditionally male-dominated
fields of law enforcement and military service, some
people use the term “brass ceiling” to describe the
difficulty women have when they try to rise up in
the ranks. "The brass" denotes the
decision-makers at the top of an
organization, especially in
the military.
SPECIAL ISSUES

Variations to Glass Ceiling

 Stained-Glass Ceiling is a sociological phenomenon
in religious communities similar to the concept of the
"glass ceiling." The concept revolves around the
apparent difficulty for women who seek to gain a
role within church leadership.
SPECIAL ISSUES

Variations to Glass Ceiling

 Bamboo Ceiling - The exclusion of Asian-descendants from
executive and managerial roles on the basis of subjective
factors such as "lack of leadership potential" or "inferior
communication ability" where the East Asian-descendants
candidate has superior objective credentials
such as education in high-prestige
universities (in comparison to their
white counterparts with only
lower-prestige university credentials). 
SPECIAL ISSUES

Variations to Glass Ceiling

 Concrete Ceiling – This is a term used to describe the type of
barrier minority woman encounter. Caucasian women may
face the glass ceiling in the workforce, but be able to break
through it from time to time; however, minority women’s
glass ceiling tends to be more solid and unyielding. This
‘concrete ceiling’ is due to minority women
facing both issues of sexism and racism
which intensifies their obstructions
in advancing within the labor market.
SPECIAL ISSUES

Variations to Glass Ceiling

 Glass Closet - The exclusion of openly gay men and
women from certain jobs.
SPECIAL ISSUES

Variations to Glass Ceiling

 Glass elevator (or glass escalator) - Some believe there is a
rapid promotion of men over women, especially into
management, in female-dominated fields such as nursing.
They say men in these fields are promoted with ease – they
actually have to struggle not to advance due to facing invisible
pressures and expectations to move up from
where they currently are.
SPECIAL ISSUES

Variations to Glass Ceiling

 Glass cliff - A situation wherein someone has been
promoted into a risky, difficult job where the chances
of failure are higher.
SPECIAL ISSUES

Variations to Glass Ceiling

 Sticky Floor - refers to women who are trapped in
low-wage, low mobility jobs in state and local
government.
SPECIAL ISSUES

Variations to Glass Ceiling

 Sticky Ladder - A term used to describe women's
struggle to reach the top of the corporate ladder.
This term describes the theory that women are not
incapable of reaching the top; they just get "stuck"
on the middle rungs of the ladder.
SPECIAL ISSUES

Variations to Glass Ceiling

 Glass Floor - Many men have college degrees and would like
to advance further in our culture, but due to a lack of
opportunities and an increasingly woman-friendly workplace,
including men in positions of power who would rather hire
attractive young women and women in positions of power
who would rather work with women,
remain stuck in low-pay jobs with
little chance of advancement,
including blue-collar jobs that do
not require higher education and
"temp work," which requires the
work hours and stress of
regular office employment,
but with less pay
and no benefits.
SPECIAL ISSUES

Variations to Glass Ceiling

 Glass Wall - Refers to the phenomenon of high rates
of women advancing to executive positions but only
in certain industries.
SPECIAL ISSUES

Succession Planning

Have a Succession Plan!

“A healthy succession is one that is well planned”
SPECIAL ISSUES

Succession Planning
- the identification and tracking of high-potential
employees capable of filling higher-level
management positions.

- is a long process that may take

years and years.
SPECIAL ISSUES

Succession Planning
3 Stages of Succession Planning
1 – High Potential employees are selected.
Those with elite academic programs or outstanding performance
2 – High Potential employees
receive development experiences
3 – High Potential employees
are coached
SPECIAL ISSUES

Succession Planning
Process of Developing a Succession Plan
• Identify what positions are included in the plan.
• Identify the employees who are included in the
plan.
• Develop standards to evaluate
positions
(eg. Competencies, desired experiences,
desired knowledge, developmental value.)
SPECIAL ISSUES

Succession Planning
Process of Developing a Succession Plan
• Determine how employee potential will be
measured (eg. Current performance and potential performance)
• Develop the succession planning review.
• Link the succession planning system
with other human resource
systems.
• Determine what feedback is
provided to employees.
SPECIAL ISSUES

Succession Planning
FAMILY BUSINESSES

Founder unwilling to engage in succession due to:

• fear of retirement or death
• lack of interest in succession, reluctant to let go
• reluctant to relinquish power
• does not accept his limitations
• believes only he can run the
business well

Mr. Ricky Mercado & Alex Mallare

Family Business Management 2002
SPECIAL ISSUES

Succession Planning
FAMILY BUSINESSES
Succession Guidelines
• Early succession of offspring in the family firm
• Inclusion of offspring in the formulation of corporate vision
and strategy
• Plan the gradual transfer of power
• Develop an inheritance plan and discuss
with family members
• Adjust the job to fit the successor’s
skills and competence
SPECIAL ISSUES

Succession Planning
FAMILY BUSINESSES
Succession Guidelines
• Reorganization process must provide a zone of comfort for
siblings to avoid conflict and tension during transition
• Family and non-family members must be encouraged to
participate in the succession plan
• Next generation family member’s careers,
seniority, life stages, ages, and
needs must be considered
• Clear guidelines on career
advancement must be
established to family &
non-family members
SPECIAL ISSUES

Dysfunctional Managers
• ineffective or “toxic” yet competent managers
• interpersonal skills is not tuned
• behavior include insensitivity to others, inability to be a
team player, arrogance, poor conflict
management skills, inability to meet
business objectives, and inability
to change or adapt during
a transition
SPECIAL ISSUES

Dysfunctional Managers
• combination of assessment, training, and counseling is used
to help these dysfunctional managers
THE END