Human Resource Management:

Gaining a Competitive Advantage

Chapter 9
Employee Development

McGraw-Hill/Irwin Copyright © 2010 by the McGraw-Hill Companies, Inc. All rights reserved.
 Learning Objectives
 Explain how employee development contributes
to employee retention, developing intellectual
capital and business growth strategies.

 Discuss current trends in using formal education

for development.

 Relate how assessment of personality type, work

behaviors and job performance can be used for
employee development.

 Explain how job experience can be used for skill

development.

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 Learning Objectives
Develop successful mentoring programs.

Describe how to train managers to coach employees.

Discuss the development planning process steps.

Explain employees’ and company’s responsibilities in

planning development.

Discuss what companies are doing for management

development issues including succession planning, the
glass ceiling and dysfunctional managers.

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Training and Development Comparison

Training Development
Focus Current Future

Use of work Low High

experience

Goal Preparation for Preparation for

current job changes

Participation Required Voluntary

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 Development and Careers
Development - formal education, job experiences, relationships
and assessment of personality and abilities that help employees
prepare for the future.

 A protean career is based on self-direction with the goal of

psychological success in one’s work.
 A psychological contract- expectations that employers and
employees have about each other.
 Psychological success - feeling of pride and accomplishment that
comes from achieving life goals.
 Career Management System- retain and motivate employees by
identifying and meeting development needs (also called
development planning systems).

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 Assessment Centers
At an assessment center,usually off-site, multiple raters
or evaluators evaluate employees’ performance on
numerous exercises.

4 Types of assessment Exercises:

1.Leaderless group discussion
2.Interviews
3.In-baskets
4.Role plays

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Employee Development Approaches
 Formal Education
 Assessments
 Myers-Briggs test
 Assessment center
 Benchmarks
 Performance appraisals
 Upward feedback
 360-Degree Feedback Systems
 Job Experiences
 Interpersonal Relationships

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 Job Experiences Used for Career Development

Vertical
Promotion Assignments
Lateral Moves

Transfer
Enlargement of (lateral move)
Job current job
Rotation experiences
(lateral move)
Temporary
assignments,
Downward
projects &
move
volunteer work

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 Job Experiences
 Job enlargement - adding challenges or new responsibilities.

 Job rotation - moving a single individual from one job to another.

 A transfer– moving an employee to a different job assignment

in a different area of the company.

 Promotions - advancement into positions with greater challenge

and more authority than previous job.

 A downward move occurs when an employee is given a

reduced level of responsibility and authority.

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 Temporary Assignments
 Externship refers to a company allowing
employees to take a full-time operational
role at another company.

 A sabbatical is a leave of absence from the

company to renew or develop skills.

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 Successful Mentoring Programs
 Participation is voluntary
 Matching process is flexible
 Mentors are chosen on ability and willingness
 Purpose is clearly understood
 Program length is specified Minimum level of
 contact is specified
 Contact among participants is encouraged
 Program is evaluated
 Employee development is rewarded

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 Benefits of Mentoring Relationships
 Career Support
 Coach, protect, sponsors and provide challenging
assignments, exposure and visibility.

 Psychological support
 Serve as a friend and role model, provide positive
regard and acceptance and create an outlet for a
protégé to share anxieties and fears.

 Group Mentoring Program

 A program pairing a successful senior employees
with a less experienced protégés.

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 Coaching
 A coach is a peer or manager who works
with an employee to:
 motivate
 develop skills
 provide reinforcement and feedback

 3 roles a coach can play:

1. one-on-one
2. help employee learn
3. provide resources such as mentors,
courses or job experiences

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 Career Management Process

Action
planning
Identify
needs
realistic to Goal Identify
develop steps&
Identify Setting
timetable to
opportunities
reach goals
to improve Reality
Identify goals
Check & methods to
Self- determine
assessment progress

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Glass Succession
Ceiling Planning
Special
Issues

Dysfunctional
Managers

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 Summary
 Various development methods include formal education,
assessment, job experiences and interpersonal relationships.

 Both employee and company have responsibilities.

 A mentor can help employees better understand the company

and gain exposure to key persons.

 A manager’s job responsibility is coaching.

 Employees should have a development plan.

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