The document discusses employee development through training and career management. It compares training, which focuses on current job preparation, and development, which focuses on future changes. Development involves voluntary participation and utilizes work experience. The document also discusses protean careers that frequently change, the need for "know why" and "know whom" knowledge, and spiral career patterns. It outlines approaches to development like formal education, assessments, job experiences, and relationships. Finally, it proposes a career management process involving self-assessment, reality checks, goal setting, and action plans.
The document discusses employee development through training and career management. It compares training, which focuses on current job preparation, and development, which focuses on future changes. Development involves voluntary participation and utilizes work experience. The document also discusses protean careers that frequently change, the need for "know why" and "know whom" knowledge, and spiral career patterns. It outlines approaches to development like formal education, assessments, job experiences, and relationships. Finally, it proposes a career management process involving self-assessment, reality checks, goal setting, and action plans.
The document discusses employee development through training and career management. It compares training, which focuses on current job preparation, and development, which focuses on future changes. Development involves voluntary participation and utilizes work experience. The document also discusses protean careers that frequently change, the need for "know why" and "know whom" knowledge, and spiral career patterns. It outlines approaches to development like formal education, assessments, job experiences, and relationships. Finally, it proposes a career management process involving self-assessment, reality checks, goal setting, and action plans.
The document discusses employee development through training and career management. It compares training, which focuses on current job preparation, and development, which focuses on future changes. Development involves voluntary participation and utilizes work experience. The document also discusses protean careers that frequently change, the need for "know why" and "know whom" knowledge, and spiral career patterns. It outlines approaches to development like formal education, assessments, job experiences, and relationships. Finally, it proposes a career management process involving self-assessment, reality checks, goal setting, and action plans.
Employee Development Comparison between Training and Development Training Development
Focus Current Future
Use of work experience Low High
Goal Preparation for Preparation
current job for changes Participation Required Voluntary Development and Careers • Protean Career: A career that is frequently changing. • The types of knowledge that an employee needs to be successful have changed. In addition to “knowing how,” employees also need to “know why” and “know whom.” • Career pattern from a linear hierarchy to a spiral career pattern. • “Boundaryless” careers. Approaches to Employee Development • Formal education • Assessment – Myers-Briggs test – Assessment center – Benchmarks – Performance appraisals • Job experiences • Interpersonal relationships Myers - Briggs Types 16 personality types based on the following 4 dimensions:
1 Energy: where people get strength and vitality from
– extroverts (e) - interpersonal relationships – introverts (i) - personal thoughts and feelings 2 Life-Style: tendency to be flexible and adaptable – judging (j) - focus on goals, establish deadlines – perceiving (p) - enjoy surprises, change decisions 3 Information-gathering: actions taken in decision-making – sensing (s) - gather facts, detail – intuitive (i) - focus on possibilities, idea relationships 4 Decision-making: amount of consideration for other’s feelings – thinking (t) - objective focus – perceiving (p) - evaluate the impact of decisions on others Assessment Centers The types of exercises used include: – Leaderless group discussion – Interviews – In-baskets – Role Plays Employee Development Experiences Promotion Vertical assignments Lateral moves - job rotation - delegation of more - lateral transfers significant tasks
Enlargement Job of current job Transfers Rotation experiences
Temporary Downward move assignment with another organization Employee Development Experiences: Upward-Downward-Lateral Moves
BOSS
promotion
JOB Transfer
demotion
Subordinate Characteristics of Successful Mentoring programs.
Participation is voluntary Matching process is flexible Mentors are chosen on ability & willingness Purpose is clearly understood Program length is specified Minimum level of contact is specified Contact among participants is encouraged Program is evaluated Employee development is rewarded Benefits of Mentoring Relationships for Proteges Career Support Coaching, protection, sponsorship, providing challenging assignments, exposure, and visibility Psychological Support A friend and a role model, providing positive regard and acceptance, and providing a sounding board of proteges. Additional Benefit Promotion, higher salaries and greater influence Career Management Process
Self- Assessment
- determine career interests, values, aptitudes Career Management Process
Reality Check Self- Assessment - feedback on skills, knowledge - determine career interests, values, aptitudes Career Management Process
Goal Setting
Reality - devise short-
Check and long-term developmental Self- plans Assessment - feedback on skills, knowledge - determine career interests, values, aptitudes Career Management Process Action Plans
Goal Setting
Reality - devise short-
Check and long-term developmental Self- plans Assessment - feedback on skills, knowledge - determine career interests, values, aptitudes Special Issues
