Chapter 10. Developing Employees & Their Careers PDF

Chapter 10. Developing Employees & Their Careers Objectives After reading this chapter you should be able to: ◼ Explain why employee development practices are useful for organizations. ◼ Describe how employee development practices can strategically align with overall HR stra...

Chapter 10. Developing Employees & Their Careers Objectives After reading this chapter you should be able to: ◼ Explain why employee development practices are useful for organizations. ◼ Describe how employee development practices can strategically align with overall HR strategy. ◼ Explain the typical career pattern in organizations today as well as the various perspectives on career success. ◼ Describe several commonly used development methods. ◼ Identify critical career management challenges facing organizations and describe how organizations can meet these challenges. 2  How Can Strategic Employee Development Make and Organization Effective? ◼ The process of developing your employees is called employee development.  Development is about preparing for change in the form of new jobs, new responsibilities, or new requirements.  Training tends to be more focused on building skills and abilities for individual’s current jobs and tends to have a more short-term focus. ◼ Related to employee development is career development, which includes activities that help people manage the progression of their work experiences across their lives. 3 Employee Development ___% On The Job ____% Through People ___% by Training 4 Strategic Framework for Employee Development 5  How Is Employee Development Strategic? ◼ External vs. Internal Labor Orientation  Bargain laborer: focus on training  Free agent: attractive to employees who are willing to make job transitions  Loyal solider & Committed expert: more extensive and enough development programs ◼ Differentiation vs. Cost Strategy  Use development to foster high-quality service and innovation (formal education and interpersonal relationships) vs. focus on keeping development costs low (inexpensive assessment and work experiences) 6 Approach to Employment Development Work Assessment & Experience Feedback Formal Interpersonal Education Relationship 7 Approaches to Employee Development Formal Education Assessments & Feedback ◼ These may include: ◼ Collecting information and Workshops providing feedback to Short courses employees about heir Lectures behavior, communication Simulations style, or skills. Business games ◼ Career assessment – Experiential programs Holland typology ◼ Many companies operate ◼ Multisource assessments- training and development Information for assessment centers. may come from employees, ◼ Courses, certification and their peers, managers, and licensing customers. 8 Holland Typology – RIASEC ◼ Realistic (R): People enjoy jobs as mechanics, electronics, and farmers (have mechanical and athletic abilities and like to work outdoors with tools) ◼ Investigative (I): Job as scientist and technicians (have math and science abilities and like to work alone solving problems) ◼ Artistic (A): Jobs as musicians and writers (have good imaginations and like to create original work) ◼ Social (S): Jobs as counselors and teachers (have people-related abilities and like to work with and help other people) ◼ Enterprising (E): Jobs as salespeople and executives (have leadership and public speaking abilities and like to influence other people) ◼ Conventional (C): Jobs as analysts and bankers (have clerical and math abilities and like to work indoors to organize things) 9 The World of Work Map 10  Other Assessment Tools Myers-Briggs Type Indicator (MBTI)® Assessment Centers Benchmarks Assessment Performance Appraisal 360-Degree Feedback 11 Approaches to Employee Development (Cont’d) ◼ Work experiences: the ◼ Key job experience combination of events include: relationships, problems,  Job assignments demands, tasks, and  Interpersonal relationships other features of an  Types of transitions employee’s jobs. ◼ Through these ◼ Most employee experiences, managers development occurs learn how to handle through job common challenges, experiences. and prove themselves. 12 Types of Developmental Job Experiences 13 Approaches to Employee Development (Cont’d) ◼ Developmental relationships: employees can also develop skills and increase their knowledge about the organization and its customers by interacting with a more experienced member:  Mentor: An experienced, productive senior employee who helps develop a less experienced employee (a protégé)  Coach: A peer or manager who works with an employee to motivate the employee, help him or her develop skills, and provide reinforcement and feedback 14  Type of Developmental Relationships Relationship Nature & Purpose Deliberate relationship to develop specific employee skills Coach/Sponsor that improve work performance Deliberate relationship to develop inexperienced Mentor employee through personal interaction and discussion Naturally occurring relationship where development is Supervisor/Coworker incidental rather than intentional Nonreciprocal relationship where model is observed in Role Model order to learn desired traits and behaviors Group of individuals who join around common Support Group/ characteristics or goals and provide meaningful support to Network one another 15 What Are Careers Like Today? ◼ A career is a pattern of work experiences that people have over their lifetime.  In previous generations, careers involved going to school, joining a company, and then staying with that company until retirement.  Progression from position to position generally occurred in the form of promotions that involved more pay and more responsibility—what we refer to as moving up the career ladder. ◼ Today’s careers move lateral as well as hierarchical and employees may spend time as a contract worker or small business owner. 16 Protean Career ◼ Protean career: a career that frequently changes based on changes in the person’s interests, abilities, and values and in the work environment. ◼ Today an individual will more likely have a protean career which is characterized by: Personal responsibility Continuous Self-directed development and an emphasis on psychological success. 17  Differences b/w the Traditional & Protean Career Issue Protean Career Traditional Career Responsibility Person Organization Core values Freedom, growth Advancement, power Degree of mobility Higher Lower Performance Psychological success Position level, salary Professional Organizational Attitude commitment commitment Self-esteem, Esteem from others, Identity self-awareness org. awareness 18 Career Development ◼ The career development process includes four steps:  Self-assessment is a process in which employees determine their interests, values, personalities, and skills.  Reality check, employees gather information to determine whether their self-assessments are realistic & how those assessments fit with opportunities in the labor market & with their current employer’s future labor needs.  Goal setting involves setting milestones or achievements for the future (i.e., positions to achieve, skills to be gained, & development efforts to pursue.  Action planning, employees make plans for how they will accomplish their goals. 19 Steps in the Career Management Process 20 Sample Career Development Plan 21 Some Important Career-Development Challenges ◼ Orientation of new employees ◼ Reducing employee burnout ◼ Balancing work/life issues  The strain of balancing the demands of work and personal life can cause dissatisfaction that may lead employees to quit their jobs.  Employees are more committed to organizations that have family-friendly policies ◼ Developing a diverse workforce ◼ Managing international assignments 22 Test Your Knowledge ◼ An employee starts out as a sales person, then becomes an account manager, gets promoted to sales manager, and is now VP of Sales. Which type of career did this employee have? a. Protean b. Traditional c. Glass ceiling d. Dead end 23 Test Your Knowledge ◼ Sarah participated in leaderless group discussions and in-basket exercises and was observed by a number of raters. Which assessment method was used for Sarah? a. Interview b. Performance appraisal c. Assessment Center d. Coaching 24 Test Your Knowledge ◼ Phyllis is in the process of understanding what possibilities exist for her within the organization based on her strengths and developmental areas. Which phase of the career management process is she in? a. Self Assessment b. Reality Check c. Goal Setting d. Action Planning 25  AI for Learning & Development ▪ Personalize learning experience ▪ Intelligent agents embedded with tools based on cognitive science, could dramatically improve learning outcomes (Koedinger et al. 1997; Pane, Griffin, and McCaffrey 2016; Ritter et al. 2007; Sales and Pane 2015). ▪ AI promises a realistic solution to the problem of one-size-fits-all education (learning offering, tracking employees’ learning successes) ▪ Zoomi’s platform offers personalization, adaptive learning, content curation, and automated, real-time assessment; creates new learning content from scratch, adapting the course content to each learner’s level and needs. ▪ Accelerated employee skill acquisition ▪ Gamification ▪ Virtual Reality (VR) for Compliance Training (Verizon: train store managers on protocol in case there is a store robbery) ▪ VR for store operations from taking care of produce to handling crowds on Black Friday (Walmart) ▪ Better alignment of employee skills with business strategy 26