Upload
jaaziel-charishma
View
15
Download
3
Tags:
Embed Size (px)
DESCRIPTION
Employee Development
Citation preview
Employee Development
By
Jaaziel Charishma Ragland
What is Development?
The acquisition of knowledge, Skill and behavior that improve an employee’s ability to meet changes in job requirements and in client and customer demands
TRAINING Focus- Current Use of work
experiences – Low Goal – Preparation for
current JOB Participation-
Required
DEVELOPMENT Focus- Future Use of work
experiences – High Goal – Preparation for
Changes Participation-
Voluntary
Discuss GAPS
G- What are the employee’s Goals? A- What is the employee’s view of his/her
Abilities? P- What are your Perceptions of the
employee’s abilities? S- What is the Standard for success?
Critical Development Objectives
Identify personal top priorities Align top priorities with organizational
objectives Determine Return on Investment (ROI) Pick one or two development goals that
make the most sense
Action Steps
F ocus on critical issues first I mplement something every day R eflect on experiences S eek feedback and support T ransfer learning
(F)IRST Steps
Focus on one or two specific goals that have both personal and organizational payoff
Keep development in the forefront
F(I)RST Steps
Incorporate daily action
Emphasize on the-job application
Stretch the employee’s comfort zone
FI(R)ST Steps
Encourage the employee to reflect on their development to assist them in learning the right lessons
Prompt the employee to diagnose the barriers
FIR(S)T Steps
Identify sources and processes for getting feedback
Identify people who can provide support and encouragement
Identify how the employee will measure progress
FIRS(T) Steps
Plans need to be flexible Discuss how to adjust the plan to
changing competencies Discuss how the plan will be reviewed and
updated
Create a Learning Environment
Use your own insights and experiences Promote active experimentation Focus on learning rather than mistakes Emphasize small, reasonable steps Model your own commitment to
development
Vary Your Role
Work one-on -one Orchestrate resources and learning
opportunities Enhance self-reliance
Working one –on- one
Offer insights, observations and feedback Share relevant experiences, stories and
insights Encourage the employee’s efforts to learn
Orchestrate Learning Opportunities
Create meaningful challenges Identify appropriate opportunities Identify appropriate mentors
Enhance Self-Reliance
Encourage learning from daily tasks
Allow employees to find their own solutions
Training Resources
Discuss specific training objectives for training programs
Identify current and timely sources Consider optimum timing for training Discuss methods of application
Debriefing Sessions
Discuss expected learning in advance of the event
Discuss what went well and what did not Encourage open communication Use open-ended questions Discuss what was learned and next steps
in the development plan
Be a Powerful Role Model
Push yourself out of your comfort zone Identify a coach Invite feedback Share what you’ve learned Celebrate your achievements
Enhance the Environment
How will you continue to reinforce the importance of development?
What are the barriers people mention most often?
What other ways can you publicly recognize and reward employees who develop themselves and others?
Approaches to employee development
A system to retain and motivate employees by identifying and meeting their developmental needs is called development planning system
Formal education programs:It includes short courses offered by
consultants or universities, exec MBA programs and universoty programs.
Assessment:Collecting information and providing
feedback to employees about their behavior, communication, style or skill.
Myers Briggs type indicator;
A psychological test used for team building and leadership development that identifies employees preferences for energy, information gathering, decision making and lifestyle.
Assessment centers:
A process where multiple raters evaluate employee’s performance on a number of exercises
Benchmarks :An instrument designed to measure the
factors that are important to managerial success.
Performance appraisal:The process through which an organization
gets information on how well an employee is doing the job.
Job experiences: The relationships, problems, and other
features that employees face in their jobs.
Job enlargement:Adding new challenges or responsibilities to
current job.
Job rotation:Moving from one job to another over a
course of time. It may be in different functional areas of the company or within a single fuctional area or department.
Transfers and promotions: Also used as a developmental tool.
Temporary assignments with other organizations:
Externship: when a company allows full time operational role at another company.
Sabbatical: A leave of absence from the company to renew or develop skills.
Through Interpersonal relationship:
Mentoring: An experienced productive senior employee helps to develop a less experienced employee by providing career support and psychological support.
Coaching: A peer or manager who works with an employee to motivate, develop skills and provide reinforcement and feedback.
Career management and development planning systems: Self assessment Reality check Goal setting Action planning
Other special issues:
Melting the glass ceiling
Succession planning
CAREER DEVELOPMENT
Career Development
Career development is a lifelong process of managing progression in working and learning (http://www.gla.ac.uk/wg/Why_Careers_en.pdf)
In organizational development (or OD), the study of career development looks at:
-how individuals manage their careers within and between organizations
- how organizations structure the career progress of their member and succession planning.
Why Career development?
Changing technology and globalisation
Employability of Individual
Support needed by Individuals to manage their Career
developmentSupport from Three forms Help in developing their career
management skills High quality information on the
opportunities open to them Personal support in reviewing the options
and converting information into personal action
Elements of Career Planning
Individual assessment and need analysis Organisational Assessment and
Opportunity Analysis Need Opportunity Alignment Career Counseling
Steps and element in the Career Management Process
Self Assessment
Reality Check
Goal Setting
Action Planning
SELF ASSESSMENT
Employee responsibility
-Identify Opportunities and needs to improve
Company Responsibility
-Provide assessment information to identify strengths, weakness, interest and values.
Reality Check
Employee responsibility -Identify what needs are
realistic to develop
Company Responsibility
-Communicate performance evaluation, where employee fits in long range plans of the company, changes in industry, profession and workplace
Goal setting
Employee responsibility
-Identify goal and method to determine goal progress
Company Responsibility
-Ensure that goal is specific, challenging, and attainable
-Commit to help employee reach the goal
Action Planning
Employee responsibility
-Identify steps and timetable to reach goal.
Company Responsibility
-Identify resources employee needs to reach goal, including courses, work experiences, relationships.
Benefits Of Career Planning To An Organization
Ensures availability of Resources for future
Enhances organizational ability to attract and retain talent
Ensures growth opportunities for all Handles employee frustration
Benefits of Career Planning to An Individual
Understand ones own strengths and weakness Better knowledge of career opportunities
available to him Enables him to choose a career that suits his
lifestyle, preferences, self-development plans, family environment, etc.
It provides him an opportunity to change his career plans according to his changing needs or changing environment.
THANK YOU