1. Chapter 9 Employee Development McGraw-Hill/IrwinCopyright 2010 by the McGraw-Hill Companies, Inc. All rights reserved.

2. Formal EducationInterpersonal RelationshipJob Experience9-2 3. Introduction Employee development- the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.9-3 4. What is development??9-4 5. Development is about preparing for change in the form of new jobs, new responsibilities, or new requirements.9-5 6. Training versus Development9-6 7. Why is employee development important? To improve quality.9-7 8. Why is employee development important? To meet the challenges of global competition and social change9-8 9. Why is employee development important? To incorporate technological advances and changes in work design.9-9 10. Development activities can help companies reduce turnover by: showing employees that the company is investing in the employees skill development9-10 11. Development activities can help companies reduce turnover by: Developing managers who can create a positive work environment that makes employees want to come to work and contribute to the company goals.9-11 12. Approaches to Employee Development Formal education programs include: off-site and on-site programs short courses offered by consultants or universities, executive MBA programs, and university programs.9-12 13. The practice of reimbursing employees costs for college and university courses and degree programs9-13 14. Approaches to Employee Development (cont.) Assessment Collecting information and providing feedback to employees about their behavior, communication style, values, or skills.9-14 15. Approaches to Employee Development (cont.) Myers-Briggs Type Indicator (MBTI) Most popular psychological test for employee development. Identifies individuals preferences for energy, information gathering, decision making, and lifestyle. It is a valuable tool for understanding communication styles and the ways people prefer to interact with others. 9-15 16. Approaches to Employee Development (cont.) Assessment center - multiple raters or evaluators evaluate employees performance on a number of exercises. It is used to identify: if employees have the abilities, personality, and behaviors for management jobs. if employees have the necessary skills to work in teams.9-16 17. Approaches to Employee Development (cont.) Benchmarks - instrument designed to measure important factors in being a successful manager.9-17 18. Approaches to Employee Development (cont.) Performance appraisal - process of measuring employees performance. Different approaches for measuring performance: Ranking employees. Rating their work behaviors. Rating the extent to which employees have desirable traits believed to be necessary for job success.9-18 19. Approaches to Employee Development (cont.) Upward feedback - involves collecting subordinates evaluations of managers behaviors or skills.9-19 20. Approaches to Employee Development (cont.) Job Experiences - relationships, problems, demands, tasks, or other features that employees face in their jobs. A major assumption is that development is most likely to occur when there is a mismatch between the employees skills and past experiences and the skills required for the job.9-20 21. Approaches to Employee Development (cont.) Job enlargement - adding challenges or new responsibilities to an employees current job. Job rotation - providing employees with a series of job assignments in various functional areas of the company or movement among jobs in a single functional area or department.9-21 22. Approaches to Employee Development (cont.) Transfer - an employee is given a different job assignment in a different area of the company. Promotions - advancements into positions with greater challenges, more responsibility, and more authority than in the previous job. Downward move - occurs when an employee is given a reduced level of responsibility and authority.9-22 23. Approaches to Employee Development (cont.) Externships - employees take full-time, temporary operational roles at another company.9-23 24. Approaches to Employee Development (cont.) Interpersonal relationships Coach - a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback. The best coaches are empathetic, supportive, practical, and self-confident but do not appear to know all the answers or want to tell others what to do.9-24 25. Company Strategies for Providing Development The most effective development strategies involve individualization, learner control, and ongoing support.9-25 26. 9-26