HRM303/204 Training & Development

Handout #9
EMPLOYEE DEVELOPMENT

This handout covers CLO # 1&5

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 Objectives
After reading this chapter, you should be able to:

1. Discuss current trends in using formal education

for development.
2. Relate how assessment of personality type, work
behaviors, and job performance can be used for
employee development.
3. Describe the benefits that protégés and mentors
receive from a mentoring relationship.
4. Explain the characteristics of successful mentoring
programs.

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 Objectives (continued)
5. Tell how job experiences can be used for skill
development.
6. Explain how to train managers to coach employees.
7. Explain the key features of an effective development
strategy and how e-learning incorporates them.
8. Describe the steps in the development planning
process.
9. Discuss the employee’s and company’s
responsibilities in the development planning
process.

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Development refers to
formal education, job
experiences,
relationships, and
assessments of
personalities and
abilities that help
employees prepare for
the future.

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 Comparison Between Training and
Development
Training Development
Focus Current Future
Use of work Low High
experiences

Goal Preparation for current job Preparation for changes

Participation Required Voluntary

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 WHY IS DEVELPEMENT
IMPORTANT?
• Employee Development is a necessary component of
a company’s efforts to improve quality, to retain key
employees, to meet the challenges of global
competition and social change and to incorporate
technological advances and changes in work design.
• Increased the globalization of product markets
compels companies to help their employees
understand cultures and customs that affect business
practices

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 APPROACHES TO EMPLOYEE
DEVELOPMENT
• 4 Approaches are used to develop employees:
- Formal education
- Assessment
- Job experiences
- interpersonal relationships
Many companies use a combination of these
approaches

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• Formal Education

 Include Programs designed specifically for the

company’s employees, short courses offered by
consultants or universities, executive MBA
programs and university programs.
 These programs may involve lectures by
business experts, business games and
simulations and meetings with customers.

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• Assessments

 Involves collecting information and providing feedback

to employees about their behavior, communication
style or skills.
 Assessments is most frequently used to identify
employees with managerial potential and to measure
current managers’ strengths and weaknesses.
 Assessments also used to identify managers with the
potential to move into higher-level executive positions,
and to identify individual team member's strengths and
weaknesses as well as the decision processes or
communication styles that inhibit the team’s
productivity

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 Popular Assessment Tools
Myers-Briggs Type
Indicator (MBTI)

Benchmarks Assessment Center

Performance
Appraisals & 360-
Degree Feedback
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Assessment Tools: Myers-Briggs (MBTI)

• Most popular psychological test for employee

development.
• Used for understanding such things as:
– Communication
– Motivation
– Teamwork
– Work styles
– Leadership

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 MBTI (continued)
• Examples of how used:
– Can be used by salespeople who want to become
more effective at interpersonal communication by
learning things about their own personality styles
and the way they are perceived by others.
– Can help develop teams by matching team
members with assignments that allow them to
capitalize on their preferences.

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Assessment Center
 Is a process in which multiple evaluators evaluate
employees’ performance on a number of exercises.
 All the employees at the same time
 Assessment centers used to identify if employees
have the personality characteristics, administrative
skills, and interpersonal skills needed for managerial
jobs.
 The types of exercises used in assessment centers
include leaderless group discussions, interviews, role
plays.

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Assessment Tools: Benchmarks

• Benchmarks© is an instrument designed to measure

important factors in being a successful manager.
• Items measured are based on research that
examines the lessons executives learn at critical
events in their careers.
• This includes items that measure managers’ skills in
dealing with subordinates, acquiring resources, and
creating a productive work climate.

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Assessment Tools: Performance Appraisals
and 360-Degree Feedback Systems
• Performance appraisal is the process of measuring
employees’ performance.
• Approaches for measuring performance:
– Ranking employees
– Rating work behaviors
– Rating the extent to which employees have desirable traits
believed to be necessary for job success (e.g., leadership)
– Directly measuring the results of work performance.

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360- Degree Feedback System

Peers Rating Rating Manager

Form Form

Self

Rating Rating
Customers Form Form
Subordinates

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• Job experiences

 Most employee development occurs through job experiences.

 Job experiences refer to relationships, problems, demands, tasks or
everything related in the job
 There are too many ways that job experiences can be used for
employee development:
- Enlarging the current job: refers to adding challenges or new
responsibilities to an employee’s current job
- Job rotation: involves providing employees with a series of job
assignments in various functional areas of the company
- Transfers: an employee is given a different job assignment in a
different area of the company
- Promotion: are advancements into positions with greater
challenges, more responsibility and more authority than in the
previous job
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• Interpersonal relationships

 Employees can also develop skills and increase their

knowledge about the company and its customers by
interacting with a more experienced organizational
member.
 Mentoring and Coaching are two types of
interpersonal relationships used to develop
employees.
- Mentoring is an experienced, productive senior
employee who helps develop a less experienced
employee
- Coaching is a peer or manager who works with an
employee to motivate him, help him , develop his
skills and provide reinforcement and feedback
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 THE DEVELOPMENT PLANNING
PROCESS
• The development planning process involves:
1. Identifying development needs
2. Choosing a development goal
3. Identifying the actions that need to be
taken by the employee and the company
to achieve the goal
4. Determining how progress toward goal
attainment will be measured
5. Establishing a timetable for development
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 Responsibilities in the Development Planning
Process:
Development Planning Employee Responsibility Company Responsibility
Process
Opportunity How do I need to improve? Assessment information to identify strengths,
weaknesses, interests and values

Goal Identification How do I want to develop? Company provides development planning guide.
Manager has developmental discussion with employee

Criteria How will I know I am making progress? Manager provides feedback on criteria

Actions What will I do to reach my development Company provides assessment, courses, job
goal? experiences, and relationships

Time What is my timetable? Managers follows up on progress toward

developmental goal and helps employees set a
realistic timetable for goal achievement

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