By: Anant Jain (040)

Employee Development

The combination of formal education, job experiences, relationships, assessment of personality and abilities to help employees prepare for the future of their careers

What is it??

Training v/s Development..!!

Training Development

Focus Present FutureUse of Work-X

Low High

Goal Preparation for current job

Preparation for changes

Participation Required Voluntary

Career Development…!!Traditional view: Career consist of

sequence of position within occupation. Protean career: A career that frequently

changes based on a person’s interest, abilities and values in work environment.

Job Security &

advancement within a company

Development opportunities

& flexible work within a

company

Jobs are less likely to last lifetime so workers need to learn new skills to qualify for newly created positions

Change

Approaches to Employee Development

Formal EducationWorkshopsExecutive EducationMeeting with the customers

These programs take place at the work place or offsite

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

Methods used for assessments(Myers- Briggs Type Indicator) MBTIAssessment CentersBenchmarks assessmentsPerformance appraisal360 degree feedback.

Myers-Briggs (MBTI)Most popular psychological test for

employee development.Used for understanding such things as:

◦Communication◦Motivation◦Teamwork◦Work styles◦Leadership

Assessment Centre The assessment centerassessment center is a

process in which multiple raters or evaluators evaluate employees’ performance on a number of exercises.◦Exercise used in assessment centers

include leaderless group discussion, interviews & role play.

◦Used to identify if employees have the abilities, personality, and behaviors for management jobs.

◦Used to identify if employees have the necessary skills to work in teams.

BenchmarksA development method that focuses on

measurement of management skills is an instrument called Benchmarks

Items measured are based on research that examines the lessons executives learn at critical events in their careers.

This includes items that measure managers’ skills in dealing with subordinates, acquiring resources, and creating a productive work climate.

Performance appraisal and 360-Degree feedback

Performance appraisalPerformance appraisal is the process of measuring employees’ performance.

Approaches for measuring performance:◦Ranking employees◦Rating work behaviors◦Rating the extent to which employees

have desirable traits believed to be necessary for job success (e.g., leadership)

◦Directly measuring the results of work performance.

360 – Degree feedback system

Rating Form

Rating Form

Rating Form

Rating Form

Self

Peers

Customers Subordinates

Manager

Job ExperiencesThe combination of relationships,

problem, demands, tasks and other feature of an employee’s job.

To succeed employees must learn new skills, apply their skill sand knowledge in new ways and master new experiences.

Interpersonal RelationshipEmployees can develop skills and

increase their knowledge by interacting with a more experienced organization member.

Two types of relationships exists Mentors Coach

Mentor v/s coachMentoring is a power free, two-way

mutually beneficial learning situation where the mentor provides advice, shares knowledge and experiences, and teaches using a low pressure, self-discovery approach.

Coach’s concern is your performance, ability to adapt to change, and enrolling you support in the vision/direction for our work unit.

Training and Development - The GE Way

In 2005, General Electric Company (GE) was one of the world's biggest conglomerates with a presence across 160 countries, 11 varied businesses and employee strength of around 307,000. Some of its businesses were large enough to make it to the Fortune 500 list on their own. One of the factors that contributed to the company's success was its ability to train and develop its multinational, diverse workforce in a successful manner.GE was one of the first companies to establish a management development center to train and develop its employees. It inspired many other renowned companies like Boeing Co., Home Depot and Toyota Motors to model their training centers on the one at GE. In the media, GE has been referred to as a "captain-of-industry university" or "the leadership factory" in recognition of its ability to produce exceptional leaders who went on to became CEOs at other Fortune 500 companies

Training and Development - The GE Way

Analysts acknowledged the fact that GE went far beyond imparting traditional training. It 'nurtured talent' to bring out the latent potential in its employees through proper grooming. The Work-Out Program that GE developed to train its employees created such an impact that later other companies began to approach GE to try and develop similar programs for their employees. GE businesses like GE Consumer and Industrial were certified by professional associations as authorized providers of education and training for their respective areas of expertise. GE spent around $1 billion on in-house Training and Development (T&D) every year. In addition, GE invested over $38 million annually for reimbursement of tuition fees for employees who enrolled for outside degree programs.

“Great people build great companies. Talent development is not a slogan at GE, it is a way of life."- Jack Welch, CEO (1981-2001), GE

System for Career Management

Self Assessmen

tReality Check

Goal Setting

Action Planning

Employee Responsibili

ty

Identify opportunities and needs to improve

Identify what needs are realistic to develop

Identify the goal and

method to determine

goal progress

Identify steps and

timetable to reach a goal

Company Responsibili

ty

Provide assessment

info. to identify strength

weakness, interest &

values

Communicate

performance evaluation

where employee fits in long

range plans

Ensure goal is specific, challenging

& attainable;

help employee reach the

goal

Identify resources employee needs to reach the

goal including courses &

Work-X

Development related Challenges

There are three wide spread challenges The Glass ceiling: Circumstances

resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.

Dysfunctional Managers: A manager who is otherwise competent may engage in some behavior that make him or her ineffective. Arrogance, poor conflict management skills, inability to adapt to change are some of the behaviors

Continue… Succession Planning: The process of

identifying and tracking high potential employees who will be able to fill the top management positions when they are vacant.

Thank You