8Developing Employees

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6 Chapter Training Employees What Do I Need to Know? 1. Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3.

1 6 Chapter Training Employees What Do I Need to Know? 1. Discuss how to link training programs to organizational needs. 2. Explain how to assess the need for training. 3. Explain how to assess employees readiness for training. 4. Describe how to plan an effective training program. 5. Compare widely used training methods. 6. Summarize how to implement a successful training program. 7. Evaluate the success of a training program. 8. Describe training methods for employee orientation and diversity management. C H A P T E R 8Developing Employees for Future Success 2 of 15 Leadership Development at Irving Oil Leadership development at Irving Oil is viewed as an investment. In addition to employees giving higher ratings for leadership, Irving Oil recently received a Human Resources Innovation Award for a wide range of learning and developmental opportunities offered employees and managers 3 of 15 Introduction Employee development is the combination of formal education, job experience, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. Human resource management establishes a process for employee development that prepares employees to help the organization meet its goals. 1

4 of 21 15 Features of Training and Development. 75 of 21 15 Development for Careers Traditionally, a career consists of a sequence of positions within an occupation or organization.

2 4 of Features of Training and Development. 75 of Development for Careers Traditionally, a career consists of a sequence of positions within an occupation or organization. Traditional career requires knowing how Protean career: career that frequently changes based on changes in the person s interest, abilities, and values and in the work environment. Protean career requires that employees know why and know whom. 86 of Approaches to Employee Development Employee development often focuses on mangers, but development is useful for all levels of employees The many approaches to employee development fall into four broad categories: Formal education Assessment Job experiences Interpersonal relationships more 2

97 of 21 15 Formal Education Organizations may support employee development through a variety of formal educational programs Workshops Short courses offered by consultants, universities, or colleges

3 97 of Formal Education Organizations may support employee development through a variety of formal educational programs Workshops Short courses offered by consultants, universities, or colleges University/college programs offered to employees who live on campus during the program Executive MBA programs more 11 8 of Myers-Briggs Type Indicator 13 9 of Assessment Centres Multiple raters evaluate employees performance on a number of exercises The primary use of assessment centres is to identify whether employees have required skills Types of exercises used: Leaderless group discussions Interviews In-basket exercises Role plays Interest, aptitude and personality tests Benchmarks Performance appraisal & 360-degree feedback 3

4 14 10 of Job Experiences Most employee development occurs through job experiences Job enrichment Job rotation Transfer Downward move Promotion Externship Sabbatical of Interpersonal Relationships Mentoring Most successful when it is voluntary, participants understand the details of the program, and managers are rewarded Coaching Working one-on-one with an employee Helping employees learn for themselves Providing resources such as mentors, courses, or job experiences of Systems for Career Management Employee development is most likely to meet the organization s needs if it is part of an HR system of career management. Many organization have a formal career development process Responsibility for an employee s career development plan is usually the employee s or shared between the employee and the organization 4

17 13 of 21 15 Steps and Responsibilities in the Career Management Process 18 14 of 21 15 Development-Related Challenges Three widespread challenges facing organizations: Glass ceiling: refers to the

5 17 13 of Steps and Responsibilities in the Career Management Process of Development-Related Challenges Three widespread challenges facing organizations: Glass ceiling: refers to the invisible barrier that keeps women and members of the Employment Equity groups from reaching the top jobs Succession planning Dysfunctional managers of Dysfunctional Managers Dysfunctional behaviours include: Insensitivity to others Inability to be a team player Arrogance Poor conflict management skills Inability to meet business objectives Inability to adapt to change 5

There are a number of approaches to employee development, and each one does something specific and unique.

There are a number of approaches to employee development, and each one does something specific and unique. UNIT VI STUDY GUIDE Employee Development and Special Issues in Training and Development Course Learning Outcomes for Unit VI Upon completion of this unit, students should be able to: 4. Examine performance