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Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
Chapter TwelveEmployee development and
career management
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Employee development and career management
Objectives1 Discuss current trends in using formal
education for development.
2 Explain how assessment of personality types, work behaviours and job performances can be used for employees’ development.
3 Develop successful mentoring programs.
4 Explain how job experiences can be used for skill development.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Employee development and career management
Objectives (continued)5 Explain how to help managers coach employees.
6 Discuss the steps in the development planning process.
7 Discuss what companies are doing for management development issues, including succession planning, and helping dysfunctional managers.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Employee development
The acquisition of knowledge, skills and behaviours that improve an employee’s ability to meet changes in job requirements and in client and customer demands.
Development refers to formal education, job experiences, relationships, and assessment of personality and abilities that help employees prepare for the future.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Table 12.1 Comparison between training and development
Focus
Use of work experiences
Goal
Participation
Current
Low
Preparation for current job
Required
Future
High
Preparation for changes
Voluntary
Training Development
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Careers
Career• The pattern of work-related experiences that
span the course of a person’s life.
Protean career• A career that is frequently changing, due to
changes in the person’s interests, abilities and values, as well as changes in the work environment.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Careers: key concepts
Psychological contract• The expectations that employers and
employees have of each other.
Psychological success• The feeling of pride and accomplishment
that comes from achieving life goals.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Approaches to employee development
Formal education
Assessment
Job experiences
Interpersonal relationships
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Formal education programs
Employee development programs, including short courses offered by consultants or universities, executive MBA programs and university programs.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Assessment
Collecting information and providing feedback to employees about their behaviour, communication style, or skills.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Assessment
Myers-Briggs Type Indicator® (MBTI)®• A psychological test used for team building
and leadership development that identifies employees’ preferences for energy, information gathering, decision making and lifestyle.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Assessment
Assessment centres• Employ a process in which multiple raters evaluate
employees’ performance on a number of exercises.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Assessment
Benchmarks©
• An instrument designed to measure the factors that are important for success.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Assessment
Performance appraisals • 360-degree feedback systems
• A performance appraisal process for managers which includes evaluations from a wide range of peoplewho interact with the manager.
• The process includes self-evaluations, as well as evaluations from the manager’s boss, subordinates, peers and customers.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Job experiences
The relationships, problems, demands, tasks and other features that employees face in their jobs.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Job experiences
Job enlargement
Job rotation
Transfers
Promotions
Downward moves
Temporary assignments
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Interpersonal relationships
Mentoring• Mentor: an experienced, productive senior employee who
helps develop a less-experienced employee.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Table 12.9
Characteristics of successful formal mentoring programs
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Interpersonal relationships
Coaching• Coach: a peer or manager who works with
an employee to motivate him/her, help in the development of skills and provide reinforcement and feedback.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Career management systems
A system aimed at retaining and motivating employees through identifying and meeting their development needs (also called a development planning system).
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Figure 12.2 Steps and responsibilities in the career management process
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Useful websites
www.mycareer.com.au
www.seek.com.au
www.careersonline.com.au
www.aacc.org.au
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Succession planning
The identification and tracking of high-potential employees capable of filling higher-level managerial positions.
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Development for managers with dysfunctional behaviours
Analysis and diagnosis
Coaching
Behaviour modelling
Support
Copyright 2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.Slides prepared by Helen De Cieri
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Summary
Most companies use various development methods: formal education, assessment, job experiences and interpersonal relationships.
Employees should have a development plan to identify:• type of development needed • goals of development• the best approach for development • whether development goals have been reached.
