IO Departmental Exan

Development

• Involves interventions and processes that support long-term growth.

• Enhances the capabilities of employees, teams, and the organization over time.

Training

Improves knowledge and skills required for the current job.

Development

Prepares employees for future challenges and long-term success.

Training

Tactical – addresses immediate job-related needs.

Development

Strategic – anticipates future organizational demands.

Training

Achieves objectives in the short to mid-term.

Development

Focuses on a long-term perspective.

Interdependence of Training and Development

• Both are complementary and necessary for lasting, in-depth organizational change.

• Successful organizations integrate both for sustained growth and adaptability.

Performance Management Objective

• Aims to improve the organization's capabilities and overall performance.

• Inherently developmental – supports employee growth through clear goals and continuous feedback

Key Elements for Employee Growth

• Clarity on job objectives – knowing what is expected.

• Tracking progress – monitoring achievements and identifying areas for improvement.

• Regular feedback – providing insights to help employees enhance their skills.

Performance Goals

Focus on achieving immediate job targets.

Developmental Goals

Focus on long-term skill-building and future readiness.

Common Issue in Organizations

• prioritize performance goals while neglecting developmental goals.

• Ignoring skill development can lead to performance gaps and inadequate job performance.

Importance of Linking Performance Management to Development

• Connect performance and development

• enhances both current performance and future capabilities.

Trend in Modern Organizations

Performance management is becoming an integral part of the employee life cycle in many organizations.

Individual Development Plans (IDP) Purpose

• An output of performance discussions aimed at improving employee performance.

• Serves as a training and development needs analysis tool.

Role of Performance Feedback in IDPs

• Identifies specific development activities

  required for performance improvement.

• Outlines key actions an employee must take to enhance their skills and capabilities.

Time Frame of IDPs

Can cover one fiscal year or extend beyond for long-term development

Developmental Process of IDPs

• Identify training and development needs.

• Focus on achieving these goals through structured activities.

• Track progress to ensure continuous improvement and growth.

Strategic Importance of IDPs

• Aligns employee growth with organizational goals.

• Provides a clear roadmap

Career Management Purpose

• Aligns employee development with the strategic goals of the organization.

• Ensures the organization has the right people in key roles where they are needed.

Performance Management & Individual Development Plans (IDPs)

Focus on the current role and short-term improvements

Career Management

Takes a broader view of the employee’s entire career within the organization.

Time Frame of Career Management

Long-term focus —looks ahead two to three years to plan and prepare for future roles.

May extend IDPs (typically one year) into an eight-quarter plan (a two-year program).

Significance of Career Management Programs

• Helps identify and develop future leaders and critical talent

• Provides a structured pathway for employees to achieve their career aspirations while meeting organizational needs

  .

360-Degree Feedback

• Also known as multi-source or multi-rater feedback.

• Collects feedback from various stakeholders

• Provides a holistic view

Feedback Process

typically, anonymous to encourage honest responses .

Developmental rather than administrative purposes and Not typically used for promotions or salary increases

Primary use of feedback

Employee Readiness and Buy-In

Ensure the employee is informed and prepared for the process.

Objectives, Use of data, Process

Employees are

more open

when they understand the following

Objectives

assessing competencies and how they are measured

Use of Data

how feedback will be applied

Process

how the feedback will be collected and shared

Discouraging

poor delivery can be _____ instead of motivating

Impact of 360-Degree Feedback

• Valuable insights

• Supports transformation

Job Rotation

involves assigning employees to different roles at regular intervals or when a skill is learned.

Job Rotation

It usually involves lateral transfers without a change in compensation

Benefits of Job Rotation

• Skill Development

• Increase Productivity

• Firm-specific skill development

Strategic Purpose of Job Rotation

• Prepares employees for higher responsibilities by exposing them to different areas of the business

• Encourages organizational knowledge sharing and cross-functional collaboration.

Coaching

is the process of inspiring employees to maximize their potential and improve their view of work and life

Coaching

It encourages self-realization, goal setting, and accountability through facilitated learning conversations.

Key Principles of Coaching

• Employee Expertise

• Non-Directive Approach

Employee Expertise

Assumes the employee is the expert in their field.

Non-Directive Approach

Unlike sports coaching, organizational coaches do not direct but instead facilitate through active listening and thought-provoking questions .

Internal Coaching

Some organizations train managers to coach their subordinates, especially for performance coaching.

External Coaching

often used for executive coaching due to their objectivity and expertise.

When to Use Executive Coaching

• organizational changes

• Promotion

• Addressing performance

Core Processes of Executive Coaching

1. Establishing trust

2. Evaluating the employee and work environment

3. Providing feedback

4. Developing a plan

5. Implementing the development plan6.

6. Evaluating progress

Coaching

can be a stand-alone intervention or used to enhance other developmental methods

Mentoring

involves a senior person providing guidance, advice, and expertise to a junior employee

Differences Between Mentoring and Coaching

Mentor: Provides expertise, Advice, counsel and focuses on career growth

Coach: Does not need to be a subject matter expert, facilitating learning and self-discovery, guides through questioning

Formal Mentoring

Organization-driven with structured matching and guidelines

Informal Mentoring

Spontaneous or intentional relationships formed naturally.

Key to Successful Mentoring:

Chemistry between the mentor and mentee

Special Projects Purpose

Designed to stretch and develop an employee's skills

Focuses on improving technical, functional

, or

leadership

capabilities

Focuses on improving

technical

,

functional

, or

leadership

capabilities

Characteristics of Special Projects

May or may not

be part of the employee’s

current tasks

or

objectives

.

Developmental Benefits

Encourages

skill enhancement

in a

safe

and

controlled

setting