Chapter 8: Development

Development

combination of formal education, job experiences, relationships, and assessments of personality and skills that help employees prepare for the future of their careers

Employee development requires

driven by personal initiative & strategic partnership

Approaches/Categories to Employee Development

Interpersonal relationships, formal education, job experiences, and assessment

Formal education

least used*; advanced degrees, continuing education, certification

Assessments

inventories, assessment centers, 360-degree feedback

Job experiences

most commonly used; enlargement, rotational programs, promotions

Interpersonal relationships

mentoring & coaching

Myers-Briggs Type Indicator

inconclusive on validity & reliability; psychological inventory (assessment) that identifies individuals’ preferences for source of energy, means of information gathering, way of decision making, and lifestyle, providing information for team building and leadership development

Preferences

introversion or extraversion, sensing or intuition, thinking or feeling, and judging or perceiving

Job enlargement

adding new responsibilities to a current job that requires learning new skills

Steps in career management process

data gathering, feedback, goal setting, and action planning & follow-up

Data gathering/self-assessment

use of info by employees to determine their career interests, values, aptitudes, and behavioral techniques

Feedback

info that employers give employees about their skills and knowledge and where these assets fit into the organization’s plans

Glass ceiling

circumstances resembling an invisible barrier that keep most women and underrepresented groups from attaining the top jobs in organization

Succession Planning

identifying and tracking high-potential employees who can fill key positions when they become vacant

Focus of training

for the current

Focus of development

for the future

Use of work experiences for training

low experience using

Use of work experiences for development

high experience using

Goal of training

preparation for current job

Goal of development

preparation for changes

Participation in training is

required

Participation in development is

voluntary

Job rotation

example of job design technique; moving employees through a series of job assignments in one or more functional areas

360-degree feedback

performance measurement by the employee’s supervisor, peers, employees, and customers; rating the individual in terms of work-related behaviors