hr mangement-employee development
DESCRIPTION
A presentation regarding HR mangement for employee developmentTRANSCRIPT
By: Anant Jain (040)
Employee Development
The combination of formal education, job experiences, relationships, assessment of personality and abilities to help employees prepare for the future of their careers
What is it??
Training v/s Development..!!
Training Development
Focus Present FutureUse of Work-X
Low High
Goal Preparation for current job
Preparation for changes
Participation Required Voluntary
Career Development…!!Traditional view: Career consist of
sequence of position within occupation. Protean career: A career that frequently
changes based on a person’s interest, abilities and values in work environment.
Job Security &
advancement within a company
Development opportunities
& flexible work within a
company
Jobs are less likely to last lifetime so workers need to learn new skills to qualify for newly created positions
Change
Approaches to Employee Development
Formal EducationWorkshopsExecutive EducationMeeting with the customers
These programs take place at the work place or offsite
AssessmentCollecting information and providing feedback to employees about their behavior, communication style or skills.
Methods used for assessments(Myers- Briggs Type Indicator) MBTIAssessment CentersBenchmarks assessmentsPerformance appraisal360 degree feedback.
Myers-Briggs (MBTI)Most popular psychological test for
employee development.Used for understanding such things as:
◦Communication◦Motivation◦Teamwork◦Work styles◦Leadership
Assessment Centre The assessment centerassessment center is a
process in which multiple raters or evaluators evaluate employees’ performance on a number of exercises.◦Exercise used in assessment centers
include leaderless group discussion, interviews & role play.
◦Used to identify if employees have the abilities, personality, and behaviors for management jobs.
◦Used to identify if employees have the necessary skills to work in teams.
BenchmarksA development method that focuses on
measurement of management skills is an instrument called Benchmarks
Items measured are based on research that examines the lessons executives learn at critical events in their careers.
This includes items that measure managers’ skills in dealing with subordinates, acquiring resources, and creating a productive work climate.
Performance appraisal and 360-Degree feedback
Performance appraisalPerformance appraisal is the process of measuring employees’ performance.
Approaches for measuring performance:◦Ranking employees◦Rating work behaviors◦Rating the extent to which employees
have desirable traits believed to be necessary for job success (e.g., leadership)
◦Directly measuring the results of work performance.
360 – Degree feedback system
Rating Form
Rating Form
Rating Form
Rating Form
Self
Peers
Customers Subordinates
Manager
Job ExperiencesThe combination of relationships,
problem, demands, tasks and other feature of an employee’s job.
To succeed employees must learn new skills, apply their skill sand knowledge in new ways and master new experiences.
Interpersonal RelationshipEmployees can develop skills and
increase their knowledge by interacting with a more experienced organization member.
Two types of relationships exists Mentors Coach
Mentor v/s coachMentoring is a power free, two-way
mutually beneficial learning situation where the mentor provides advice, shares knowledge and experiences, and teaches using a low pressure, self-discovery approach.
Coach’s concern is your performance, ability to adapt to change, and enrolling you support in the vision/direction for our work unit.
Training and Development - The GE Way
In 2005, General Electric Company (GE) was one of the world's biggest conglomerates with a presence across 160 countries, 11 varied businesses and employee strength of around 307,000. Some of its businesses were large enough to make it to the Fortune 500 list on their own. One of the factors that contributed to the company's success was its ability to train and develop its multinational, diverse workforce in a successful manner.GE was one of the first companies to establish a management development center to train and develop its employees. It inspired many other renowned companies like Boeing Co., Home Depot and Toyota Motors to model their training centers on the one at GE. In the media, GE has been referred to as a "captain-of-industry university" or "the leadership factory" in recognition of its ability to produce exceptional leaders who went on to became CEOs at other Fortune 500 companies
Training and Development - The GE Way
Analysts acknowledged the fact that GE went far beyond imparting traditional training. It 'nurtured talent' to bring out the latent potential in its employees through proper grooming. The Work-Out Program that GE developed to train its employees created such an impact that later other companies began to approach GE to try and develop similar programs for their employees. GE businesses like GE Consumer and Industrial were certified by professional associations as authorized providers of education and training for their respective areas of expertise. GE spent around $1 billion on in-house Training and Development (T&D) every year. In addition, GE invested over $38 million annually for reimbursement of tuition fees for employees who enrolled for outside degree programs.
“Great people build great companies. Talent development is not a slogan at GE, it is a way of life."- Jack Welch, CEO (1981-2001), GE
System for Career Management
Self Assessmen
tReality Check
Goal Setting
Action Planning
Employee Responsibili
ty
Identify opportunities and needs to improve
Identify what needs are realistic to develop
Identify the goal and
method to determine
goal progress
Identify steps and
timetable to reach a goal
Company Responsibili
ty
Provide assessment
info. to identify strength
weakness, interest &
values
Communicate
performance evaluation
where employee fits in long
range plans
Ensure goal is specific, challenging
& attainable;
help employee reach the
goal
Identify resources employee needs to reach the
goal including courses &
Work-X
Development related Challenges
There are three wide spread challenges The Glass ceiling: Circumstances
resembling an invisible barrier that keep most women and minorities from attaining the top jobs in organizations.
Dysfunctional Managers: A manager who is otherwise competent may engage in some behavior that make him or her ineffective. Arrogance, poor conflict management skills, inability to adapt to change are some of the behaviors
Continue… Succession Planning: The process of
identifying and tracking high potential employees who will be able to fill the top management positions when they are vacant.
Thank You