Chapter 9 Notes - Employee Development PDF

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Chapter 9 Employee Development LO 9-01 The relationship among development, training, and careers Development: The acquisition of knowledge, skills, and behaviours that improve an employee’s ability to meet changes in job requirements and in client and customer demands ● ● ● ●

Training focuses on helping employees’ performance in their current jobs Development prepares them for other positions in the company and increases their ability to move into jobs that may not exist yet Development also helps employees prepare for changes in their current jobs As training becomes more strategic, the distinction between training and development blurs

Protean Career: A career that is based on self-direction with the goal of psychological success in one’s work Training —>  Current focus, low use of work experiences, goal is preparation for current job and participation is required Development —> Future focus, high use of work experiences, goal is preparation for changes, and participation is voluntary

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Career patterns involving movements across specializations or disciplines will become more prevalent instead of traditional career paths consisting of linear hierarchal steps in the same organization “Boundaryless” means that careers may involve identifying more with a job or profession than with the present employer Development Planning/Career Management System: A system to retain and motivate employees by identifying and meeting their development needs

LO 9-02 Discuss the steps in the development planning process

1. Self-Assessment ● The use of information by employees to determine their career interests, values, aptitudes, and behavioural tendencies ● Involves psychological tests like the Myers-Briggs Type Indicator, the Strong-Campbell Interest Inventory, and the Self-Directed Search ● Through the assessments, a development need can be identified. This needs can result from gaps between current skills and/or interests and the type of work or position the employee wants

2. Reality Check ● Refers to the information employees receive about how the company evaluates their skills and knowledge and where they fit into the company's plans ● Usually given as part of the performance appraisal, some companies make employees do a self-evaluation as part of this

3. Goal Setting ● Process of employees developing short and long term development objectives ● Goals usually related to desired positions, level of skill application, work setting, or skill acquisition ● Used to make development plans which include descriptions of strengths and weaknesses, career goals, and development activities for reaching the career goal

4. Action Planning ● Action Plan: A written strategy that employees use to determine how they will achieve their short and long term career goals

Approaches to Employee Development ● ● ● ●

Formal Education Assessment Job Experiences Interpersonal Relationships

LO 9-05 Relate how assessment of personality type, work behaviours, and job performance can be used for employee development Assessment: Involves collecting information and providing feedback to employees about their behaviour, communication style, or skills ● ● ●

Most frequently used to identify employees with managerial potential and to measure current managers’ strengths and weaknesses Also used to identify managers with the potential to move into higher level executive positions Can be used with work teams to identify the strengths and weaknesses of individual team members and the decision processes or communication styles that inhibit the teams productivity

Personality Tests and Inventories ● ● ●

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Tests are used to determine if employees have the personality characteristics necessary to be successful in specific managerial jobs Personality tests typically measure 5 major dimensions: extraversion, adjustment, agreeableness, conscientiousness, and openness to experience Myers-Briggs Type Inventory (MBTI): Based on Carl Jung’s theory, A personality assessment tool used for team building and leadership development that identifies employees’ preferences for energy, information gathering, decision making, and lifestyle Carl Jung’s theory emphasizes that we have a fundamental personality type that shapes and influences how we understand the world, process information, and socialize. The assessment determines which one of 16 personality types fits best and these types are based on preferences for introversion (I), extraversion (E), sensing (S), intuition (N), thinking (T), feeling (F), judging (J), and perceiving (P) The DiSC measures personality and behavioural style including dominance, influence, steadiness, and conscientiousness

Assessment Center: A process in which multiple raters evaluate employees’ performance on a number of exercises —> types of exercises here can be leaderless group discussions, interviews, in baskets, and role plays Leaderless Group Discussion: Process in which a team of five to seven employees solves an assigned problem together within a certain time period Interview: Employees are questioned about their work and personal experiences, skills, and career plans In-Basket: A simulation of the administrative tasks of a manager’s job Role-Plays: A participant taking the part or role of a manager or other employee Assessment centre rating levels are related to performance, salary level, and career advancement

Performance Appraisal: The process through which an organization gets information on how well an employee is doing his or her job Upward Feedback: A performance appraisal process for managers that includes subordinates’ evaluations 360-Degree Feedback Systems: A performance appraisal system for managers that includes evaluations from a wide range of persons who interact with the managers. The process includes self-evaluations as well as evaluations from the manager’s boss, subordinates, peers, and customers Benefits of 360 feedback systems include collecting multiple perspectives of managers’ performance, allowing employees to compare their own personal evaluations with the

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views of others, and formalizing communications about behaviours and skills between internal and external customers Limitations of 360 feedback include the time demands paced on the raters to complete the evaluations, managers seeking to identify and punish raters who provide negative information, and companies’ failure to provide ways that managers can act on the feedback they receive

Job Experiences: Relationships, problems, demands, tasks, or other features that employees face in their jobs. Major assumption of using job experiences for employee development is that development is most likely to occur when employees are given stretch assignments Stretch assignments: Assignments in which there is a mismatch between the employee’s skills and past experiences and the skills required for success on the job...