developing employees
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Developing Employees. Human Resources Management and Supervision. 7. OH 7- 1. Chapter Learning Objectives. Explain the function of employee development. Describe how to set employee development goals and identify opportunities. Explain alternative employee development methods. - PowerPoint PPT PresentationTRANSCRIPT
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OH 7-1
Developing Employees
Human Resources Management and Supervision
7OH 7-1
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OH 7-2
Chapter Learning Objectives
Explain the function of employee development.
Describe how to set employee development goals and identify opportunities.
Explain alternative employee development methods.
Describe the coaching process.
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OH 7-3
Develop Employees
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OH 7-4
Why Employee Development?
Employees require all skills needed for the job.
Advanced skills can increase productivity.
Employees need different knowledge and skills. Changes in equipment or procedures may be made.
New governmental regulations may be mandated.
Employees desire different jobs.
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OH 7-5
Employee Development Programs
These can be formal or informal programs.
They can involve all employees.
The responsibility for employee development rests with the operation, the supervisor, and the employee.
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OH 7-6
Employee Development Process
Identify developmental goals.
Determine how to make improvements.
Evaluate the results.
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OH 7-7
Employee Development Planning Meeting
What—meeting to plan employee development goals and how they will be achieved
When—in conjunction with, but separate from, an employee’s performance review
How—a planned series of steps
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OH 7-8
Development Planning Meeting Process
Identify time frame.
Discuss developmental needs.
Create list of developmental goals.
Discuss learning styles.
Select developmental methods.
Set review/ completion date.
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OH 7-9
Preparing and Starting Employee Development Planning Meetings
Meet in a quiet and private place.
Have a clear agenda, collect data about the employee’s developmental needs, and use an outline.
State that you want to help the employee to improve.
Consider a time frame for development.
Listen to the employee’s needs and concerns.
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OH 7-10
An Employee DevelopmentPlanning Meeting
Being prepared for and sincerely interested in helping the employee to improve will help to assure a successful meeting.
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OH 7-11
Discussion Topics in Goal-Setting Session
Current work assignments and required knowledge and skills
Current skills and knowledge of the employee
Corrective actions, if any, that are needed
Employee’s career plans, and the skills and knowledge required to meet his/her goals
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OH 7-12
Types of Developmental Goals
To attain a skill or knowledge
To improve a skill or attitude
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OH 7-13
Setting Employee Development Goals
Each employee’s goals will likely be unique, but they should support the operation’s overall goals.
Managers can help staff establish personal and professional goals and to align them correctly.
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OH 7-14
Determining Opportunities for Development
Within the operation, including general and cross-training
Opportunities within the community
Formal education programs Trade/professional association resources
Community library materials
Internet resources
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OH 7-15
Establishing and Implementing the Development Plan
The supervisor-employer agreement must address The plan’s time frame and goals
Method(s) for development
How the method(s) will be monitored and measured
The supervisor and employee should meet as agreed to discuss progress and provide feedback.
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OH 7-16
How Would You Answer the Following Questions?
1. The _______ is the person most responsible for an employee’s development.
2. A _______ represents the difference between the skills an employee has, and the skills that are needed.
3. A manager (should/should not) ask staff to clarify personal development goals.
4. A manager’s feedback and encouragement given during an employee’s development is an example of _______.
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OH 7-17
Employee Development Method—Cross-Training
Step 1 – Prepare a list of important skills in each job.
Step 2 – Identify the employees to be cross-trained.
Step 3 – Implement cross-training opportunities.
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OH 7-18
Employee Development Method—Coaching
Observe work behavior.
Analyze work behavior.
Describe behavior and consequences.
Listen to employee’s side.
Give feedback.
Develop alternative corrections.
Select correction to utilize.
Set completion/review date.
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OH 7-19
The Coaching Process
Addresses performance behaviors rather than personal traits
Is needed for all hourly employees— not just those aspiring to supervisory positions
Provides feedback, makes suggestions for changes, and helps the employee to improve
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OH 7-20
Other Employee Development Methods
Apprenticeship
Informal learning
Job rotation
Mentoring
On-the-job training (OJT)
External training/education
Self-study
Special projects
Temporary assignments
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OH 7-21
Employee Development Programs Can Be Ineffective
It is difficult to modify attitudes.
Training may not overcome physical capabilities and aptitudes.
Some people cannot learn certain things.
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OH 7-22
How Would You Answer the Following Questions?
1. What are the two strongest employee developmental methods?
2. What traits are important when considering candidates for cross-training?
3. It (is/is not) difficult to improve attitudes by training.
4. A single event can frequently move an employee all the way to a final goal. (True/False)
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OH 7-23
Key Term Review
Attitudes
Coaching
Cross-training
Developmental goals
Employee development goals
Employee development process
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OH 7-24
Key Term Review continued
Employment development program
Employee goals
Employee performance goals
Knowledge
Skill gap
Skills
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OH 7-25
Chapter Learning Objectives—What Did You Learn?
Explain the function of employee development.
Describe how to set employee development goals and identify opportunities.
Explain alternative employee development methods.
Describe the coaching process.