Development Overview Generic 032810

An Overview of An Overview of Management/LeadershipManagement/Leadership

DevelopmentDevelopmentAndy Berman

Human Capital Architect

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By the end of this session, you will be able By the end of this session, you will be able to:to:

Define management/leadership developmentDefine management/leadership development Describe the benefits of investing in Describe the benefits of investing in

management/leadership development management/leadership development Explain the preferred philosophy regarding Explain the preferred philosophy regarding

developmentdevelopment List and describe different categories of List and describe different categories of

development activitiesdevelopment activities Identify development activities for different Identify development activities for different

development needs development needs

ObjectivesObjectives

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Agenda/OutlineAgenda/Outline Development DefinedDevelopment Defined Types of Development ActivitiesTypes of Development Activities On-the-Job DevelopmentOn-the-Job Development Development Planning with EmployeesDevelopment Planning with Employees

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““Development” DefinedDevelopment” Defined Development consists of “organized learning Development consists of “organized learning

activities arranged within an organization in activities arranged within an organization in order to improve performance and/or order to improve performance and/or personal growth for the purpose of personal growth for the purpose of improving the job, the individual, and/or the improving the job, the individual, and/or the organization.”organization.”11

It involves an employee acquiring knowledge, It involves an employee acquiring knowledge, developing competencies and skills, and adopting developing competencies and skills, and adopting behaviors that improve performance in his/her behaviors that improve performance in his/her current job or prepare him/her for future jobs current job or prepare him/her for future jobs

11(Gilley, J.W. & Eggland, S.A., Principles of Human Resource Development, Addison-Wesley, NY, (Gilley, J.W. & Eggland, S.A., Principles of Human Resource Development, Addison-Wesley, NY, 1989, p. 5)1989, p. 5)

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Why invest in Why invest in development?development?

To attract high-quality candidatesTo attract high-quality candidates To retain good employeesTo retain good employees To build bench strengthTo build bench strength To improve engagement and productivityTo improve engagement and productivity

Engaged employees perform 20% better than Engaged employees perform 20% better than peerspeers11

To develop or maintain a competitive To develop or maintain a competitive advantageadvantage Companies that invest in leadership development Companies that invest in leadership development

outperform their peersoutperform their peers11

11 Corporate Leadership Council

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Costs of TurnoverCosts of Turnover

$18,615

$17,315

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A Positive Development A Positive Development PhilosophyPhilosophy

Providing Providing allall employees with employees with developmental enrichment and on-the-job developmental enrichment and on-the-job training to help employees perform training to help employees perform optimally and grow professionally. optimally and grow professionally.

Additionally, for those who may be Additionally, for those who may be capable of taking on greater leadership capable of taking on greater leadership responsibilities, providing targeted responsibilities, providing targeted development experiences to accelerate development experiences to accelerate leadership growth and enhance leader leadership growth and enhance leader impact. impact.

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Development Philosophy, Development Philosophy, continuedcontinued

Not all developmental experiences involve Not all developmental experiences involve promotions. It is frequently appropriate for promotions. It is frequently appropriate for employees to move laterally or even take a step employees to move laterally or even take a step back on a salary band to gain essential back on a salary band to gain essential experiences. experiences.

Above all, it is important to remember that Above all, it is important to remember that development is a shared responsibility among development is a shared responsibility among the employee, manager and companythe employee, manager and company. The . The company provides the opportunities to learn and company provides the opportunities to learn and the manager provides guidance and support, but the manager provides guidance and support, but the employee ultimately owns the direction, pace the employee ultimately owns the direction, pace and outcome of his/her professional development. and outcome of his/her professional development.

Types of Types of Development Development

ActivitiesActivities

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Types of Development Types of Development ActivitiesActivities

Development activities can be Development activities can be categorized into three “buckets”categorized into three “buckets” Learning that occurs through EXPERIENCELearning that occurs through EXPERIENCE Learning that occurs through OTHERSLearning that occurs through OTHERS Learning that occurs through EDUCATIONLearning that occurs through EDUCATION

EXPERIENCEEXPERIENCE OTHERSOTHERS EDUCATIONEDUCATION

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Learning Through Learning Through ExperienceExperience

Ways to develop and learn through Ways to develop and learn through EXPERIENCE include:EXPERIENCE include: Job ChangeJob Change Expand current job Expand current job Assignments and/or special projectsAssignments and/or special projects

EXPERIENCEEXPERIENCE

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Types of Development Types of Development Activities, cont.Activities, cont.

Job Change – transferring an employee to a Job Change – transferring an employee to a new job in a different organization or new job in a different organization or functional areafunctional area Pros – forces the employee to:Pros – forces the employee to:

Use and/or learn new skillsUse and/or learn new skills Adapt to new environment and demandsAdapt to new environment and demands

Cons – Cons – Opportunities “few and far between” – organizational Opportunities “few and far between” – organizational

constraintsconstraints Potential employee failure if employee “not ready”Potential employee failure if employee “not ready” Potential negative impact on organization and businessPotential negative impact on organization and business

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Expand Current Job – significantly increasing Expand Current Job – significantly increasing the scope, responsibilities and/or span of the scope, responsibilities and/or span of control of an employee’s current positioncontrol of an employee’s current position Pros – forces the employee to:Pros – forces the employee to:

““Stretch” and enhance current skillsStretch” and enhance current skills Learn and apply new skills Learn and apply new skills Adapt to new demandsAdapt to new demands

Cons –Cons – Not always possible – organizational constraintsNot always possible – organizational constraints Potential employee failure if employee “not ready”Potential employee failure if employee “not ready” Potential negative impact on organization and businessPotential negative impact on organization and business

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Assignments/Special Projects – using targeted Assignments/Special Projects – using targeted assignments that offer the employee the assignments that offer the employee the opportunity to learn, practice and apply new skills opportunity to learn, practice and apply new skills that address a specific development need that address a specific development need Pros – Offers opportunity to:Pros – Offers opportunity to:

““Stretch” and enhance current skillsStretch” and enhance current skills Learn and apply new skills Learn and apply new skills Relatively safe – potential negative impact can be managed by Relatively safe – potential negative impact can be managed by

type of assignment and degree of oversighttype of assignment and degree of oversight Cons – Cons –

Challenge in finding appropriate assignment/project that Challenge in finding appropriate assignment/project that matches development needmatches development need

Potential employee failure if employee “not ready”Potential employee failure if employee “not ready” Potential negative impact on organization and business Potential negative impact on organization and business

depending upon type of assignment/projectdepending upon type of assignment/project

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Characteristics of a Characteristics of a Developmental Developmental

ExperienceExperience11

For development to occur through experience, For development to occur through experience, five five or moreor more of the following characteristics should be of the following characteristics should be present:present:

Success/failure are both possible and will be Success/failure are both possible and will be obviousobvious

Aggressive, “take-charge” leadership is necessaryAggressive, “take-charge” leadership is necessary Working with new people, many people or both is Working with new people, many people or both is

necessarynecessary Additional pressure is created (e.g., deadlines, Additional pressure is created (e.g., deadlines,

high stakes, heavy travel, etc.)high stakes, heavy travel, etc.)

11 From Center for Creative Leadership’s “Eighty-Eight Assignments for Development in Place”

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Experience, continuedExperience, continued Requires influence without authority or Requires influence without authority or

controlcontrol Involves high variety and/or new, Involves high variety and/or new,

unfamiliar situationsunfamiliar situations Will be closely watched by “those Will be closely watched by “those

whose opinions count”whose opinions count” Requires building a team, starting Requires building a team, starting

something from scratch, “fixing” a something from scratch, “fixing” a team, operation, or project in troubleteam, operation, or project in trouble

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Experience, continuedExperience, continued Contains a major strategic Contains a major strategic

component and is intellectually component and is intellectually challengingchallenging

Involves interacting with an Involves interacting with an especially good (or bad) supervisorespecially good (or bad) supervisor

Something important is missing, Something important is missing, e.g., lack of top management e.g., lack of top management support, credibility, alignment with support, credibility, alignment with strategy, etc.strategy, etc.

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Learning Through OthersLearning Through Others Ways to develop and learn through Ways to develop and learn through

OTHERS include:OTHERS include: FeedbackFeedback MentoringMentoring CoachingCoaching

OTHERSOTHERS

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Types of Development Types of Development Activities, continuedActivities, continued

Feedback (e.g., 360-degree feedback) – using a Feedback (e.g., 360-degree feedback) – using a standardized behavior-based instrument to provide standardized behavior-based instrument to provide feedback to an employee regarding the frequency feedback to an employee regarding the frequency or effectiveness of behaviors considered necessary or effectiveness of behaviors considered necessary for success. for success. Pros – Pros –

Raises awareness of positive and negative behaviors Raises awareness of positive and negative behaviors frequently resulting in behavior changefrequently resulting in behavior change

Helps employee identify specific areas for developmentHelps employee identify specific areas for development Minimal risk/impact on organizationMinimal risk/impact on organization

Cons – Cons – Dependent in part on individuals selected as respondents. Dependent in part on individuals selected as respondents.

Can be “skewed”.Can be “skewed”. Frequent lack of formal follow-up to assess behavior changeFrequent lack of formal follow-up to assess behavior change Employee may discount others’ perceptionsEmployee may discount others’ perceptions

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Mentoring/Coaching – providing the employee Mentoring/Coaching – providing the employee with timely, specific feedback regarding with timely, specific feedback regarding development needs. Includes providing development needs. Includes providing suggestions for improvement and feedback suggestions for improvement and feedback regarding improvement effortsregarding improvement efforts Pros – Pros –

Raises employee’s awareness of positive and negative Raises employee’s awareness of positive and negative behaviorsbehaviors

Reinforces positive behavior change Reinforces positive behavior change Minimal risk/impact on organizationMinimal risk/impact on organization

Cons – Cons – Dependent on employee’s willingess to accept and act on Dependent on employee’s willingess to accept and act on

feedbackfeedback Dependent on feedback provider’s ability to provide Dependent on feedback provider’s ability to provide

constructive feedback and guidanceconstructive feedback and guidance Feedback provider not likely to be available to observe all Feedback provider not likely to be available to observe all

behaviorsbehaviors

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Learning Through Learning Through EducationEducation

Ways to develop and learn through Ways to develop and learn through EDUCATION include:EDUCATION include: Internal or External TrainingInternal or External Training

Instructor-led, Instructor-led, E-learning E-learning BlendedBlended

Self-paced learningSelf-paced learning Books, Books, Audio/Video, Audio/Video, WebWeb

EDUCATIONEDUCATION

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Training – formal, structured content delivery Training – formal, structured content delivery developed using instructional design developed using instructional design methodologies and adult learning concepts. methodologies and adult learning concepts. Includes instructor-led, e-learning, and Includes instructor-led, e-learning, and blended learning.blended learning. Pros – Offers opportunity to:Pros – Offers opportunity to:

Learn and practice new skills in “safe” environmentLearn and practice new skills in “safe” environment Interact with content experts and get questions answeredInteract with content experts and get questions answered Interact with and learn from others Interact with and learn from others

Cons – Cons – Cost and timeCost and time Frequent lack of follow-up to assess transfer of learningFrequent lack of follow-up to assess transfer of learning Frequent lack of reinforcement back on jobFrequent lack of reinforcement back on job

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Self-Paced – refers to books, audio/video or Self-Paced – refers to books, audio/video or online learning. Learning occurs online learning. Learning occurs when/where the employee chooses.when/where the employee chooses. Pros – Pros –

Flexibility Flexibility Focused contentFocused content Generally low cost Generally low cost

Cons – Cons – Difficult for organization to track/monitorDifficult for organization to track/monitor No method to ensure transfer of learningNo method to ensure transfer of learning Difficult to provide reinforcement for new behaviorsDifficult to provide reinforcement for new behaviors

On-the-Job On-the-Job DevelopmentDevelopment

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When to Use Which When to Use Which Development ActivityDevelopment Activity

Use on-the-job activities whenever possibleUse on-the-job activities whenever possible Use on-the-job development (i.e., development that Use on-the-job development (i.e., development that

occurs while you are at work) to enhance occurs while you are at work) to enhance existingexisting skills skills and behaviorsand behaviors

Use training and self-paced learning to introduce Use training and self-paced learning to introduce new skills or knowledge or to bring existing new skills or knowledge or to bring existing knowledge “up-to-date” because of significant knowledge “up-to-date” because of significant advances in the content area (e.g., software advances in the content area (e.g., software development).development). When considering “training”, ask yourself “Could the When considering “training”, ask yourself “Could the

employee do what is needed if his/her life was at stake?”employee do what is needed if his/her life was at stake?” If the answer is “No”, then training is appropriateIf the answer is “No”, then training is appropriate If the answer is “Yes”, look at other development activities or If the answer is “Yes”, look at other development activities or

other reasons for the performance gapother reasons for the performance gap

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Examples of On-The-Job Examples of On-The-Job Development ActivitiesDevelopment Activities

Four categories of on-the-job Four categories of on-the-job development:development:11

Small projects and start-upsSmall projects and start-ups Emphasize persuasion, learning new content Emphasize persuasion, learning new content

quickly, working under time pressure, and/or quickly, working under time pressure, and/or dealing with new groups of peopledealing with new groups of people

Small scope jumps and “fix-its”Small scope jumps and “fix-its” Emphasize team-building, individual Emphasize team-building, individual

responsibility, dealing with the boss, responsibility, dealing with the boss, developing subordinates and/or time pressuredeveloping subordinates and/or time pressure

11 From Center for Creative Leadership’s “Eighty-Eight Assignments for Development in Place”

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Examples, continuedExamples, continued

Four categories of on-the-job Four categories of on-the-job development, cont.development, cont. Small strategic assignmentsSmall strategic assignments

Emphasize intellectual pressure, influence Emphasize intellectual pressure, influence skills, and a lack of credibility in some areaskills, and a lack of credibility in some area

Coursework/Coaching assignmentsCoursework/Coaching assignments Emphasize missing something one needs to Emphasize missing something one needs to

know and intellectual pressureknow and intellectual pressure

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Small projects and start-upsSmall projects and start-ups Plan an offsite meeting for senior leadersPlan an offsite meeting for senior leaders Plan a new call center sitePlan a new call center site Staff a new call centerStaff a new call center Lead a task force on a pressing business Lead a task force on a pressing business

issueissue Manage the allocation of office space and Manage the allocation of office space and

furnishings at a new Cingular locationfurnishings at a new Cingular location


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Small scope jumps and “fix-its”Small scope jumps and “fix-its” Manage an ad-hoc problem-solving team Manage an ad-hoc problem-solving team

of experts in different organization or of experts in different organization or functional areafunctional area

Assign a project in which the last person Assign a project in which the last person failedfailed

Manage cost-cutting efforts for a Manage cost-cutting efforts for a department or functiondepartment or function

Assign to work on something he/she Assign to work on something he/she “hates” to do “hates” to do


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Small strategic assignmentsSmall strategic assignments Spend a week with a customer, write Spend a week with a customer, write

report, and present summary to peers report, and present summary to peers and/or managementand/or management

Facilitate a “post-mortem” on a failed or Facilitate a “post-mortem” on a failed or under-performing projectunder-performing project

Interview external stakeholders on their Interview external stakeholders on their view of the organizationview of the organization

Research recent trends in functional Research recent trends in functional area, summarize and present to othersarea, summarize and present to others


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Coursework/Coaching assignmentsCoursework/Coaching assignments Teach a course Teach a course Design a training courseDesign a training course Spend a day with an expert in an area Spend a day with an expert in an area

which impacts his/her job but with which which impacts his/her job but with which he/she is unfamiliarhe/she is unfamiliar

Assign to work with a higher manager Assign to work with a higher manager who is particularly good (or bad) at who is particularly good (or bad) at something something


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SummarySummary

Developing employees makes good Developing employees makes good business sensebusiness sense

Development involves much more Development involves much more than simply “training”than simply “training”

A positive development philosophy A positive development philosophy helps attract and retain top talenthelps attract and retain top talent

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What Questions Do You What Questions Do You Have?Have?

Documents

Development Overview Generic 032810