HRM | LESSON 7 - EMPLOYEE DEVELOPMENT

Development

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

Development Planning System

A system to retain and motivate employees by identifying and meeting their development needs (also called career management systems).

Self-assessment

use of information by employees to determine their career interests, values, aptitudes, and behavioral tendencies.

Reality check

information employees receive about how the company evaluates their skills and knowledge and where they fit into the company‘s plans (potential promotion opportunities, lateral moves).

Goal setting

process of employees developing short- and long-term development objectives.

Action plan

written strategy that employees use to determine how they will achieve their short- and long-term career goals.

• formal education,

• assessment,

• Job experiences, and

• interpersonal relationships

Four approaches are used to develop employees:

Formal education programs

off-site and on-site programs designed specifically for the company‘s employees, short courses offered by consultants or universities, executive MBA programs, and university programs

Assessment

collecting information and providing feedback to employees about their behavior, communication style, or skills.

Tests

used to determine if employees have the personality characteristics necessary to be successful in specific managerial jobs or jobs involving international assignments.

Myers-Briggs Type Inventory (MBTI

This 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. The 16 unique personality types are based on preferences for introversion (I) or extraversion (E), sensing (S) or intuition (N), thinking (T) or feeling (F), and judging (J) or perceiving (P).

Assessment centers

primarily used to identify if employees have the personality characteristics, administrative skills, and interpersonal skills needed for managerial jobs.

• Leaderless group discussions,

• Interviews,

• In-baskets, and

• Role-plays.

Types of exercises used in assessment centers:

Leaderless group discussion

a team of five to seven employees is assigned a problem and must work together to solve it within a certain time period.

Interview

employees answer questions about their work and personal experiences, skill strengths and weaknesses, and career plans.

In-basket

simulation of the administrative tasks of the manager‘s job.

Role-plays

to the participant taking the part or role of a manager or other employee.

• Upward feedback

• 360-degree feedback

2 Recent trend in performance appraisals for management development:

Upward feedback

appraisal that involves collecting subordinates‘ evaluations of managers‘ behaviors or skills.

360-degree feedback

employees‘ behaviors or skills are evaluated not only by subordinates but by peers, customers, their bosses, and themselves.