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Presented by:
Sujoy biswas
Abhishek verma
Sec- SB2
Roll no. 50
Roll no. 02
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G mmployee development is a joint, on-going effort on
the part of an employee and the organization for
which he or she works to upgrade the employee's
knowledge, skills, and abilities. Successful employee
development requires a balance between an
individual's career needs and goals and the
organization's need to get work done.
G mmployee development programs make positive
contributions to organizational performance. A more
highly-skilled workforce can accomplish more and a
supervisor's group can accomplish more as
employees gain in experience and knowledge.
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G A review of research literature in 2003 supported the
commonly held belief that employee development
programs make positive contributions to
organizational performance. A more highly skilled
workforce can accomplish more as the individuals
gain in experience and knowledge.
G In addition, retaining an employee saves the
organization a great deal of money. One method of
retention is to provide opportunities to develop new
skills. In research conducted to assess what retained
employees, development was one of the top three
retention items.
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G mveryone goes through several stages of development as
they move from being a career "beginner" to a full expert
in their field. mach stage has specific needs and tasks to
consider. As you work with employees on development,
it can be helpful to look at their stage in order to find the
best kind of activities for them. Keep in mind that the
stages do not relate to age. If an employee has recently
completed a career change, he or she is probably in the
"exploration and trial" stage. If, on the other hand, he or
she has burned out on his or her career, he or she might
be in "disengagement" even though chronologically he or
she might be in his or her early thirties in age.
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G #$ just as
companies that keep up or increase advertising
investments during a recession gain market share and
reap the benefits when the economy turns around, so do
companies that continue to invest in training and
development. When the economy does heat back up,
your organization will have an edge on the competition
as your team members have continued to sharpen and
develop their skills while others were not.
G %&##'$ It's
difficult to spend your training dollars wisely when you don't
really understand what training your team members really
need. Consider spending a few dollars to assess your team
member's real strengths and weaknesses before sending
them off for training. Bottom line - if they don't need the
training, don't waste their time and your money on it.
G &&$ With any investment, if you
can't measure its returns, it probably isn't a good
investment. Training is no exception. It might take some
time and effort to establish the metrics and benchmarks
necessary for measuring the training's effectiveness, but in
the long run it will be worth it as you will know for certain if it
was a good use of company resources or not. This also
makes it much easier to defend your budget to a finance
committee or CmO as there are measurable returns that its
effectiveness can be judged on.
G ë% &'&'&$ Met's
face it, the training and development world gets a bad rap as
most hired trainers have limited solutions that they do their
best to convince you are just what you need to solve your
problems. If you're working with an outside vendor or
consultant who insists on telling you what your needs are
rather than taking the time to truly understand them this
should be a red flag that they are trying to "sell you" more
than trying to help you. If they can't get to the core of your
issues, they can't bring about positive change.
G %&#( &)$ Bottom
lineǥ "Boxed training" rarely if ever brings about lasting
change. If you are going to put the money into training and
development make sure it is flexible and able to be
customized to your unique needs. If it isn't, odds are you will
be disappointed with the results and will have
misappropriated scarce company resources.
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G Some things that the employee should consider in
their own development include seeking a variety of
assignments, tackling tough problems and asking for
feedback. Coaching is another helpful activity, both
in looking for opportunities to coach others and
finding good coaches for him or herself. It can help
to ask for feedback when working with a variety of
people and in a variety of situations. mmployees
should be looking for developmental relationships
that can provide a variety of learning. They can also
identify goals for new skills and abilities and then
look for ways to meet those goals. It can also be
helpful to attend classes and workshops to fill in
conceptual needs.
G While employee development is critical to the success
of an organization, both the employee and the
organization must recognize that most of the
responsibility for development falls to the employee.
G Some things the employee should have and consider
when beginning work towards development:
1. Specific goals; identify goals for new skills and look
for ways to meet those goals
2. mnergy to make the development possible
3. A variety of work assignments
4. Asking for feedback
5. Opportunities to coach others and finding good
coaches for him or herself
6. Developmental relationships that provide a variety of
learning
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G There are numerous sources of online information about
training and development. Several of these sites (they're
listed later on in this library) suggest reasons for supervisors to
conduct training among employees. These reasons include:
1. Increased job satisfaction and morale among employees
2. Increased employee motivation
3. Increased efficiencies in processes, resulting in financial gain
4. Increased capacity to adopt new technologies and methods
5. Increased innovation in strategies and products
6. Reduced employee turnover
7. mnhanced company image, e.g., conducting ethics training
(not a good reason for ethics training!)
8. Risk management, e.g., training about sexual harassment,
diversity training
