MGT 367 Ch.8

HRM establishes a process for employee development that

prepares employees to help the organization meet its goals.

The outcome of action planning often takes the form of a career development plan.Development plans usually include descriptions of

strengths and weaknesses, career goals, and development activities for reaching each goal.

Career development primarily applies to managers.

False - Now focus needs to be on all employees because fewer of them have direct managerial control but are rather parts of a team or workgroup

Companies focus on employee's career steps rather than their core competencies.

False - focus is on core business competencies and therefore, fostering those in their employees.

The organization manages employee's careers more so than the individual.

False, the individual really needs to take control over their career and when you have skills that are in demand, you have more flexibility to change jobs to those that fit your lifestyle.

The many approaches to employee development fall into four broad categories:

Formal education Assessment Job experiences Interpersonal relationships.

The employer may encourage the employee to participate in an externship. .

—a full-time temporary position at another organization

As organizations provide for employee development (and as employees take control of their own careers), they will need to

(1) determine their interests, skills, and weaknesses and (2) seek development experiences involving jobs, relationships, and formal courses.

Dysfunctional Managers

A manager who is otherwise competent may engage in some behaviors that make him or her ineffective or even "toxic" - someone who stifles ideas and drives away employees.

Mentor

A mentor is an experienced, productive senior employee who helps develop a less experienced employee, called the protégé

The Glass Ceiling

Caused by lack of access to training programs, developmental job experiences, and developmental relationships Developmental systems help

Assessment

Collecting information and providing feedback to employees about heir behavior, communication style, or skills May come from the employees, their peers, managers, and customers

Career Management System Steps

Data gathering Feedback Goal setting Action planning and follow-up

Process for Developing a Succession Plan

It begins with identifying the positions to be planned for and the employees to be included in the plan. Planning should also include establishing position requirements and deciding how to measure employees' potential or being able to fill those requirements. The organization also needs to develop a process for reviewing the existing talent. The next step is to link succession planning with other HR systems. Then the organization needs a way to provide employees with feedback about career paths available to them and how well they are progressing toward their goals. Finally, measuring the plan's effectiveness provides information for continuing or adjusting future succession plans.

Methods of Assessment

Psychological profiles Myers-Briggs Type Indicator (MBTI) DiSC Assessment centers Leaderless group discussions Performance Appraisals and 360-Degree Feedback

sabbatical

Temporary assignments can include a sabbatical—a leave of absence from an organization to renew or develop skills. Employees on sabbatical often receive full pay and benefits. Sabbaticals let employees get away from the day-to-day stresses of their jobs and acquire new skills and perspectives. Sabbaticals also allow employees more time for personal pursuits such as writing a book or spending more time with family members

Action Planning:

The employee is responsible for identifying the steps and timetable to reach the goals. The employer should identify resources needed, including courses, work experiences, and relationships.

Data Gathering. In this stage employees embark on a process of Self-Assessment:

The employee's responsibility is to identify opportunities and personal areas needing improvement. The organization's responsibility is to provide assessment information for identifying strengths, weaknesses, interests, and values.

Feedback:

The employee's responsibility is to identify what skills he or she could realistically develop in light of the opportunities available. The organization's responsibility is to communicate the performance evaluation and the opportunities available to the employee, given the organization's long-range plans.

For dysfunctional managers who have the potential to contribute to the organization, the organization may offer development targeted at correcting the areas of dysfunction。 The process includes collecting information about the manager's personality, skills, and interests; providing feedback, training, and counseling; and ensuring that the manager can apply new, functional behaviors on the job.

True

The average 32-year old has already worked for 7 different firms.

True

There are more horizontal "ladders" in middle management than upward moves.

True

Organizations that assign work to teams may use assessment to identify the strengths and weaknesses of individual team members and the effects of the team members' decision-making and communication styles on the team's productivity. For assessment to support development, the information must be shared with the employee being assessed.

Along with that assessment information, the employee needs suggestions for correcting skill weaknesses and for using skills already learned. The suggestions might be to participate in training courses or develop skills through new job experiences. Employees should develop action plans to guide their efforts at self-improvement.

Employee development

Combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers About preparing for change in new jobs, responsibilities, or requirements

Job experiences

Combination of tasks, relationships, problems, demands and other features of an employee's jobs. Most employee development occurs through job experiences. 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.

basic career management system involves four steps

Data Gathering Feedback Goal setting Action planning & Follow-up. At each step, both the employee and the organization have responsibilities. The system is most likely to be beneficial if it is linked to the organization's objectives and needs, has support from top management, and is created with employee participation.

Interpersonal relationships

Employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member: Mentoring Coaching

Job Assignments

Job enlargement Job rotation Transfers Promotions Downward moves Temporary assignments with other organizations Sabbatical

Succession Planning

The process of identifying and tracking high-potential employees who will be able to fill key positions when they become vacant Benefits Senior management regularly reviews the company's leadership talent Ensures that critical talent is available Provides development experiences that managers must complete Helps attract and retain managerial employees

job experiences. job experiences to develop skills needed for teamwork, including conflict resolution, data analysis, and customer service.

These experiences may occur when forming a team and when employees switch roles within a team. Various job assignments can provide for employee development.

Formal Education (on site, offsite)

This may include: Workshops Short courses Lectures Simulations Business games Experiential programs Meetings with customers Many companies operate training and development centers.

Careers are now more a series of projects, rather than upward steps in an organization -

True

A coach is a peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback. Coaches may play one or more of three roles

Working one-on-one with an employee, as when giving feedback. 2. Helping employees learn for themselves—for example, helping them find experts and teaching them to obtain feedback from others. 3. Providing resources such as mentors, courses, or job experiences.

Development for Careers Protean career -.

a career that frequently changes based on changes in the person's interests, abilities, and values and in the work environment. To remain marketable, employees must continually develop new skills

Recently, changes such as downsizing and restructuring have become the norm, so the concept of a career has

become more fluid than the traditional view

Training traditionally focuses on helping employees improve performance of their current jobs. Many organizations have focused on linking training pro- grams to business goals. In these organizations, the distinction between training and development is more

blurred.

Learning about their preferences for communicating and getting work done may help employees

contribute to teams and choose career paths where they are likely to thrive.

Some organizations use group mentoring programs, which assign

four to six protégés to a successful senior employee.

Working outside one's home country is the most

important job experience that can develop an employee for a career in the global economy.

Six 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

Goal Setting

is the employee's responsibility to identify the goal and the method of determining her or his progress toward that goal. Goals usually involve: Desired positions, such as becoming sales manager within three years, Level of skill to apply, Work setting and /or (4) Skill acquisition. The organization's responsibilities are to ensure that the goal is specific, challenging, and attainable and to help the employee reach the goal.

Development implies learning that is not necessarily related to the employee's current job. Instead, it prepares employees for other jobs or positions in the organization and increases their ability to move into jobs that

may not yet exist

Job rotation-moving employees through a series of job assignments in one or more functional areas. In a transfer, the organization assigns an employee to a position in a different area of the company. Transfers do not

necessarily increase job responsibilities or compensation. They are usually lateral moves, that is, moves to a job with a similar level of responsibility.

Development may help employees prepare for changes in responsibilities and requirements in their current jobs, such as changes resulting from

new technology, work designs, or customers

Lateral moves include job rotation, transfer, or

temporary assignment to another organization. The organization may also use downward moves or promotions as a source of job experience.

Various job assignments can provide for employee development. The organization may enlarge the employee's current job or move

the employee to different jobs