After completing this chapter, students will be able to: Discuss the current trend in using formal education for development; relate how assessment of personality type, work behaviors, and job performance can be used for employee development; develop successful mentoring programs; explain how job experience can be used for skill development;. | 1 Employee Development Discuss the current trend in using formal education for development. Relate how assessment of personality type, work behaviors, and job performance can be used for employee development. Develop successful mentoring programs. Explain how job experience can be used for skill development. Tell how to train managers to coach employees. Discuss the steps in the development planning process. Chapter 9 Employee Development Explain the employees’ and company’s responsibilities in the development planning process. Discuss what companies are doing for management development issues including succession planning, melting the glass ceiling, and helping dysfunctional managers. Explain how employee development contributes to strategies related to employee retention, developing intellectual capital, and business growth. Chapter 9 Comparison between Training and Development Focus Use of work experience Goal Participation Training Current Low Preparation for current job Required Development Future High Preparation for changes Voluntary Development and Careers A protean career is a career that is frequently changing based on both changes in the person’s interests, abilities, values, and changes in the work environment. A psychological contract is the set of expectations that employees and employers have about each other. psychological success is the feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work. Approaches to Employee Development Formal education Assessment Myers-Briggs test Assessment center Benchmarks Performance appraisals Job experiences Interpersonal relationships Assessment Centers At an assessment center, multiple raters or evaluators evaluate employees’ performance on a number of exercises. Usually off-site. Types of exercises include: Leaderless group discussion Interviews In-baskets Role plays Feedback Systems Upward feedback is a performance appraisal process for managers that . | 1 Employee Development Discuss the current trend in using formal education for development. Relate how assessment of personality type, work behaviors, and job performance can be used for employee development. Develop successful mentoring programs. Explain how job experience can be used for skill development. Tell how to train managers to coach employees. Discuss the steps in the development planning process. Chapter 9 Employee Development Explain the employees’ and company’s responsibilities in the development planning process. Discuss what companies are doing for management development issues including succession planning, melting the glass ceiling, and helping dysfunctional managers. Explain how employee development contributes to strategies related to employee retention, developing intellectual capital, and business growth. Chapter 9 Comparison between Training and Development Focus Use of work experience Goal Participation Training Current Low Preparation for current job Required
