career systems international

8/11/2019 Career Systems International

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New research from Career Systems International (CSI) and the Jordan Evans Group, finds that pay

is notthe most important factor in determining whether an employee stays with an organization. In fact,

Fair Pay has moved from fourth place in earlier research to sixth place in this 2014 report.

The 2014 What Keeps You white paper reports that certain stay factors have clearly and consistently

surfaced as the top drivers of engaging and retaining talent. These factors are largely the same today, as

they were amid both recessions and at the peak of the tight labor market in 2000. The white paper also

reveals some subtle differences among the demographic groups. For instance, Supportive Management/

Great Boss ranks #2 or #3 for all age groups except for those under 25. And Exciting, Challenging and

Meaningful Work is ranked #1 for men and women. The white paper breaks down the 13 stay factors by

a variety of demographic variables, including age, gender, job function, job level and industry. This

information can guide organizational efforts to engage and retain talent.

Performance Management System

Posted byGraceOn November 13, 20130 Comment

Can you imagine your company rewarding your hard work, great results, and ability to positively

contribute by giving you two tickets to the Superbowl? That is employee engagement if I have ever seen

it. Does it really take all of that to develop employees? Of course not. Can we afford to be creative and

unpredictable when it comes to rewarding our Top Performers? Absolutely.

Lane Jarvis, Chief Human Resources Officer at Go Daddy.com shares some critical points for establishing

employee development plans for all employees. This is an important part of theemployee performance

appraisaldiscussion.

70/20/10 Rule

Lane Jarvis shares Go Daddy career development philosophy:

70%Employees learn from on the job work experiences

20%Employees learn from feedback (Mentors, Coaches, Managers)

10%Employees learn from classroom experiences to support their career development

According to the video, Go Daddy created an in-housePerformance Management System.AtBullseyeEngagement, we can save you development time and resources. Our best of breed, proven

Performance Management System provides excellent user friendly functionality with a seamless

implementation.

Need to know who your top performers are at any given moment? Employees become engaged when

the Performance Appraisal System has value, relevance and, most of all, documented conversations,

coaching, and career development activities to improve their contribution.

Dont get stuck on creating your own tool. Partner with us and you can focus on developing your

Superbowl Performers!

Looking for a system to make Performance Management a strategic

advantage?BullseyeEngagement offers a web based solution to help shift the culture of expectations foryour company.

At Bullseye Performance Management Systems, we believe HR Professionals are operational and

strategic partners when managing an organization.

The Building Blocks of Success: Guide YourEmployees Career Development
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The broad category of activities that are referred to as career development includes an array of

policies and practices that are designed to heighten professional opportunities, growth, and

advancement of the course of the entire career cycle. Typically, the most important facets of career

development include career planning, education and training, and promotion opportunities. Although

most of these activities dont directly impact the bottom line, they can exert a very strong influence on

team dynamics and organizational culture.

Career Development is a Collaborative Process

The vast majority of the career development literature is oriented toward employees who are seeking to

define and carve out a successful professional pathway for themselves. However, in recent years, career

development experts have also begun to focus on the important role that employers play in the process.

After all, it has been pointed out, employers, managers, and supervisory staff are largely responsible for

determining whether an atmosphere of upward mobility and steady advancement is established as a

permanent feature of a companys organizational culture.

On the other hand, if a companys key leaders have not made a conscientious effort to optimizetheir

employees opportunities for professional advancement, it is likely that employees will eventually begin

to look elsewhere for roles that they feel will offer more fulfillment and better long-term career

prospects.

Career Development is an Important Part of Employee Retention

These issues are particularly important in the context of the hospitality industry, in which relatively high

turnover rates have long been a challenge for many employers. Indeed, recent industry research has

shown that there is a strong link between a companys perceived lack of professional development

opportunities and high turnover rates. Industry experts agree that a strong emphasis on career

development is a key aspect of an effective employee retention strategy.

By taking the lead and offering comprehensive support in the career development arena, employers can

not only help to maximize their staffs effectiveness, job satisfaction, and long-term success, but they

can also boost retention and encourage organizational commitment and job loyalty. Here are a few

simple guidelines geared to help you develop and launch a career development support strategy in your

organization.

Promote Internal Promotions.

Decades of research have proven that getting an outside candidate up to speed can be a costly

and time-consuming process. The business benefits of hiring internally are clear-cut -- and

experts say that they also boost employee morale. Clearly post available positions in an area

where current employees are likely to see them. Make it easy for current staff to check on and

apply for available positions. If your organization is large or is part of a chain, it may be

beneficial to host an internal job fair several times a year.

Establish a Mentoring Program.


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Pairing up with a partner who is further along in their professional path is a great way to help

younger employees begin to envision their own career progression. A mentoring program gives

established employees a chance to share their accumulated knowledge and experience, while

also allowing younger workers to get a first-hand understanding of the steps they need to take

to succeed.

Cross-Train for Lateral Development.

The sense of being stuck in a career rut is a sure-fire morale drain. Offer your employees regular

opportunities to train in areas and roles outside of their typical responsibilities. Not only will

your organization benefit from a more comprehensively-trained staff, but your employees will

get a chance to explore other options and paths.

Implement Accountability Measures for Career Development Activities.

Make sure supervisors and managers know that supporting staff career development is a

priority in the organization. Some companies have done this by making employee career

development a responsibility that is assessed in managers performance reviews. According to

Richard Knowdell, author of Building a Career Development Program: Nine Steps for Effective

Implementation, a top-down approach will help establish career development as a central

feature of your organizational culture.

After conducting an evaluation, some organizations find that they already have the basic policies and

procedures in place to support employee career development. In many cases, all it takes is a targeted

effort to focus and refine existing procedures and establish employee career development as a central

feature of your organizational culture. Before long, your staff -- and your organization -- will be able to

reap the benefits of higher job satisfaction, better retention rates, and more long-term career

commitment.

Welcome back to our Friday blog on tips for employee retention. This week we are looking at career

development and training. You can check back every Friday for a new tip on employee retention.

Career development and training are related strategies that both increase the ability for employees to

contribute to an organization and allow employees to increase their skills benefiting their career goals.

Career development is enabling employees to design, explore, and plan their career to fulfil their

potential and add value to the organizations mission. Career development is an ongoing learning

process for employees. It is a strategic method for organizations to sustain and develop their staff to

remain current and competitive.

Training is advancing skills through courses and experiences. Training is aimed at building upon needed

competencies in order to achieve goals of the employee and the organization. Through up-skilling,

employees are then more prepared to take on new roles or additional work for the organization.

When organizations offer employees career development and training to advance skills needed for a

position desired within the organization, employees will be appreciative and know that the organization

is committed to their career success.


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Benefits for an Organization

There are numerous benefits that can occur from investing in career development and training for your

employees. Here are just some of the main benefits:

Build on existing skills and develop new skills

Increases employee work satisfaction and meet employee job expectations

Offers a selling point for recruitment and aids in retention

Prepares employees for management succession

Preparing for Career Development and Training

An organization needs their employees to be sufficiently prepared to handle current and future work

assignments and adapt to changing technological environments. As an employer, it is your responsibility

to ensure employees are ready for their tasks, as it should not be left solely upon employees toanticipate. Employers should facilitate the following:

Identifying both short and long-term development needs for the organization, and prioritize in order of

importance.

Research and know the full range of career development and training programs available to employees,

and ensure that employees are aware of the opportunities available to them.

Follow up with employees undergoing career development or training to check that employees are on

the right track.

Assist employees to incorporate new skills acquired into the organization.

Budget and plan for career development and training.

Development and Training Areas

Career development and training can be used in several different areas for an organization.

Academic history this includes reviewing employees formal qualifications to decide if the

organization and employee will benefit from future academic development, such as obtaining further

certificates, diplomas, or higher postgraduate level courses.

Technical expertise required for new positions or management succession, technical training can

include courses in health and safety, computer software, professional writing, technical areas,

information technology, and many more job specific courses.

Interpersonal skills such as communication, teamwork, and personal effectiveness training employees

in these areas can increase productivity and employee satisfaction. These soft skills can be facilitated

through short one or two-day courses, in company training programs, or web-based programs.


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Business management, and leadership skills needed for future management succession and

improving existing management and leadership skills. Training and development can include short

courses, in company training, and mentoring programs.

Start Implementing Programs

It can be a challenge to invest in your employees development and at the same time maintain regular

work needs. It is important for employers to start small and start with thinking carefully about the

organizations goals and objectives, while offsetting these with the strengths and weaknesses of staff. By

having a clear understanding of the knowledge and skills for a position, and how well the job needs to

be done, this will give you the information that is needed to make development and training decisions.

Also look at current and past performance issues, especially issues that are recurring. Addressing these

issues with development and training will improve the organization and increase employees

productivity.

Individual and organizational needs assessments are great tools for researching viable career

development and training options. Individual needs assessments review employees current skills and

skills that will be needed in the future. Then take a broader approach and develop an organizational

needs assessment which reviews current skills across the organization and skills needed to achieve long

term organizational goals.

Here are some more effective ideas you can implement easily:

Host workshops showing employees how they can grow within the organization, and show them

practical career development activities.

Provide examples and career paths of employees who have been with the organization for long tenures

on the company human resources webpage.

Provide a formal mentor-mentee network for employees to engage in structured career planning and to

provide informal professional support and career advice.

By offering career development and training, you are placing your organization in a position to remain

competitive and fulfil long-term goals. Plus, the organizations that are committed to employee

development and training will keep staff motivated and highly trained, and in turn, this will have a

positive effect on retention.

Join us next week as we look into the topic ofemployee selection.

Key Takeaways:

- We attract and keep exceptional talent by helping our employees realize their professional goals

while finding personal fulfillment in their work.

- We use a 70-20-10 model of career development that offers our employees a diverse platform for

growth.
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Career development at Gap Inc. begins with ensuring that our employees feel connected to our shared

purpose and values and that they understand the role they play in helping Gap Inc. succeed. We offer

employees a variety of experiences to grow personally and professionally.

Our approach to career development is based on a 70-20-10 model: Employees gain 70 percent of their

learning and development through on-the-job experience, 20 percent through mentorships and

collaboration, and 10 percent through courses and formal training.

The 70 percent on-the-job training may involve everything from daily activities to stretch assignments

that place employees in situations outside their current realm of expertise and responsibility. As we

continue to expand globally, we are committed to giving our employees even more opportunities to

take on new roles and international assignments.

The 20 percent portion may involve formal mentorships and coaching sessions, or collaborative projects

that involve in-depth feedback from team partners. We encourage all of our employees to seek out

mentors and work with them on a regular basis to pursue thoughtful career plans for their future with

Gap Inc. Formal courses and training make up the other 10 percent of career development. For example,

through our partnership with eCornell, employees can take interactive online courses from Cornell

University in the areas of Management, Leadership, Financial Management, and Human Resources.

In addition to our 70-20-10 model, we offer a number of inspiring programs that help our employees

achieve their full potential. Some examples of our training and career development initiatives include:

- Mindspark is a three-day, multi-sensory experience wherein 30-40 of some of our best and brightest

employees work to develop innovative solutions for our most important business challenges. The

creativity of participants is "sparked" by a variety of external stimuli such as thought leaders, industry

experts, entertainers and designers who expand our spectrum of thinking. Mindspark builds innovation

skills that can be used every day, while yielding new ideas that are relevant to our business.

- QUEST is a 12-month leadership program that provides focused, accelerated development in the areas

of leadership, change, innovation, global mindset, business performance, strategic thinking, decisionmaking and partnerships. Participants, with the full engagement of their leaders, apply lessons learned

to their jobs through structured individual projects and pay it forward activities.

- Adaptive Leadership is a four-day development experience for select employees at Gap Inc. designed

to build strategic capabilities needed individually and as an organization to help us achieve Gaps vision

to become the worlds favorite for American style, and develop strategies to win through our global

brands structure.

- Our Field Apprentice Program brings field employees into our headquarters for five-week summer

assignments. We encourage participants to share their perspectives with corporate teams. The program

is proof that increasing communication between field and headquarters makes us more effective in

achieving our business goals.

- Leading Leaders @Gap is a six-month development program that helps leaders of managers inspire

people at all levels of the company to achieve exceptional results.

- Gap Inc.s Retail Academy offers employees a variety of development and training options, including e-

learning, self-studies, classroom sessions, rotational training, business simulations, and multi-media

presentations. All academy offerings are designed to help our employees grow, develop, and better

understand how our retail business operates.


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Gap Inc. employees are proud to be part of a company that places a high value on social and

environmental responsibility; their words and actions tell us so. For many, these values enter into their

choice to come and build a career here. We inform and engage them on how those initiatives relate to

what they dowhether they work in Production, Store Design, or Inventory Management. We provide

an orientation for new hires that introduces them to the social and environmental responsibility

programs relevant to their roles and responsibilities.

Your EMPLOYEE's Career Development, Your COMPANY's Competitive Strengt

Career development is a powerful employee motivator and retention tool, not to mention a competitive

strength when it comes to attracting new talent -- all of which can have a profound impact on your

company's bottom line.

Happy, satisfied workers are more productive and more likely to stick around when they believe they

are valued by their employers. Discerning candidates are more attracted to organizations with a

reputation for encouraging employees' professional development.

From more than 17 years experience working with organizations that value and actively offer career

development for their employees, I share this list of ten best practices. I hope they are helpful for

implementing career development programs in your organization that will cultivate and retain the talent

you have and attract the best new employees. These initiatives are based on the philosophy that

employees themselves own their careers but an organization's HR team and managers should work

proactively to encourage and support employees' professional development.

1. Start up an in-house career development center (CDC).A CDC can boost workplace morale by honing

employees' skill sets to improve performance in their current positions and prepare them for their next

move within the company. It also provides an opportunity for your company to strengthen skills that

support its key business objectives.

If possible, set aside an appropriate space, preferably one big office or room, for employees to visit on

their own time (lunch, breaks, or after hours). Make materials available to check out for use at home.

Depending on your resources, an effective CDC would include:

Individual work-study spaces (like library carrels).

Computers with Internet browser bookmarks to career development websites such

asWetFeet.comorcareer-inspirations.com.

A selection of classic and popular business and career management books, such as What Color is

Your Parachute?, by Richard Bolles;Networking Works!;or my new book The Ultimate Guide toGetting the Career You Want and What to Do Once You Have It, by Karen O. Dowd and myself.

Targeted communication to introduce the CDC, such as open houses and tours to familiarize

employees with the CDC's resources.

An on-site manager to answer questions (the HR staff could rotate shifts for this responsibility).

Continuously update the CDC's resources based on employee feedback, career development plans, and
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the skills your organization needs to develop in employees for its long-term business strategy.

2. Host internal job fairs once a quarter.Filling job openings from within saves time and money -- no

hefty search firm or referral fees and existing employees are already known to be good matches for the

company.

Hosting an internal job fair is a great way to get the word out to employees about advancement

opportunities within your company. Done well, a career fair can prevent employees from looking

elsewhere when they want to make a job change. Job fairs also educate employees about other groups

within the company and germinate ideas about future opportunities they may aspire to, thereby

strengthening their long-term commitment to the organization. This better understanding can also

result in improved interaction and productivity among different groups.

Encourage employees to bring their resumes and to present themselves as if they were attending an

outside job fair.

A successful job fair would include:

A clever communication campaign to generate excitement about the fairs, such as a countdown

or a simple e-mail advertising campaign using teasers such as, "come find out about a

department that has been recognized as most admired in the industry for 5 years running" or

"talk to Jane and Alex, two directors who recently joined us from our number one competitor,

about the new product-development teams they're building".

A kick-off event such as executives serving lunch, or coffee and donuts before the fair.

An abbreviated summary of available openings and departments.

A large, open location, such as an employee cafe or parking lot.

Booths or tables staffed by each group within the company. Some groups may not be hiring now

but may want to talk with employees about future opportunities. Signs and handouts that include an overview on each group, explaining top priorities and job

descriptions.

Refreshments -- Krispy Kreme donuts and milk, or popcorn and Slurpees have been favorites.

Resume-writing and interviewing workshops held in your CDC (before or during your job fair) to

help employees appreciate their marketability and employability. These exercises can also help

your employees understand that they need to learn new skills to compete for the best jobs.

(See"Get Results with Your Cover Letter"and"Resume Makeoves: How to Stand Out from the

Crowd.")

3. Enlist employees as teachers and mentors.Identify managers who are great at what they do and

enthusiastic about the company. Ask them to mentor new hires, high-potential employees, or all

interested employees, and to lead your new employee orientation sessions or other in-house programs.

These mentors will share the benefit of their knowledge and experience and serve as great role models.

What's more, the mentors are likely to feel more appreciated and personally invested in the company.

Mentoring can be formalized, such as facilitating the matching of mentor and protege through a buddy

system. Less formally, you could ask for mentor volunteers and note how many proteges each is willing
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to take on. Build a database that employees can use to contact a mentor. The mentor and protege can

take it from there.

4. Give employees opportunities to branch out.Find ways to allow your employees to work outside of

their areas of expertise, by serving on cross-functional teams or completing short-term assignments in

other areas. Make a point of knowing what your employees' professional interests and aspirations are

and how they intersect with your organization's projected growth areas and HR needs. Identify

employees with significant potential, and create experiences (springboard roles) that will help prepare

them for future advancement.

5. Create two possible career tracks for star performers.Offer both a managerial and a technical career

track to reward strong employees. The common wisdom in most organizations is to give top performers

increased responsibility and more people to oversee -- a management career track. Some people,

however, do not enjoy or excel at managing others. Making managerial roles the only advancement

opportunities may actually discourage top performers or set them up for failure.

Including a technical advancement track, one that involves more responsibilities and pay but not more

employees to manage, is a good alternative for encouraging continued motivation in your moreautonomous star performers.

6. Hire from within when possible.Develop a recruiting process that allows current employees to

compete for openings offered to external candidates. Hold your internal applicants to the same high

standards you expect from outside candidates, but give them opportunities equal to those for outside

candidates.

If a current employee interviews for another position and is really talented but not quite right for the job

opening, you could create an intern or apprentice position that would give him or her an opportunity to

develop the needed experience and skills, in anticipation of future openings.

7. Offer a thoughtful new employee orientation.Orientations can go a long way toward building a

strong foundation for acclimating new recruits. (For more on orientations, refer to "Getting Set for

Success -- New Hire Orientations and the First 90 Days," HR Magazine, SHRM, The Employment

Management Report, May/June 2002.)

8. Hold managers accountable for employee career development.Include employee development in

your managers' performance evaluations and compensation decisions. As seasoned managers, you

know that things outside of formal performance objectives can go unnoticed among the more

immediate responsibilities.

9. Track success stories and use them in recruiting.Is there a former administrative assistant who

became a VP of sales; a financial analyst who is now director of strategic planning; a recruiter who is on

the team to start up your new operation in South America? In your recruiting efforts, illustrate your

commitment to career development by describing employees who have benefited from the

development programs and resources you offer.

Continued learning, intellectual stimulation, and career growth -- both through career broadening

opportunities and advancement -- are consistently among the top factors that candidates cite when

evaluating companies and job offers.


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10. Treat ex-employees as alumni.When employees leave your organization in good standing, maintain

a relationship with them as valued alumni. Consider periodic newsletters, an alumni database, or even

alumni events. Laid off employees should also be treated with respect and kept in contact with. They are

a source of experience and skills if you need to staff up again in the future, even on a consulting basis;

they are also potential customers and ambassadors of sorts carrying forth your company's reputation to

outsiders. Also, there is the goodwill and PR factor -- the surviving employees will view the treatment of

their laid-off brethren as an indication of how they would be treated in a similar situation.

CEOs and managers often say that their most valuable asset is their people. When an organization

demonstrates that it values its employees by providing resources to help them grow within the

organization, it will be rewarded with employees who work hard and are committed to the long-term

success of the company. In short, your employees will value the company in return.

Author BioSherrie Gong Taguchi has served as Vice President of University Recruiting for Bank of

America, Director of Corporate Human Resources for Dole Packaged Foods, and Assistant Dean of the

Stanford MBA Career Management Center.

She is co-author of The Ultimate Guide to Getting the Career You Want and What to Do Once You Have

It(McGraw-Hill), a book for people in all phases of their careers who aspire to meaningful, dynamic

careers over a lifetime.

Facilitating Employees Career Development

In the workplace, the word career is used often by leaders, but can mean different things to different

types of employees. Traditionally, the concept of a career was defined in the same way for everyoneand there was only one way to achieve success in a career by climbing the corporate latter and staying

with the organization for years. While that may have been true 15-20 years ago, it is no longer the case

as it relates to building a career.

Organizations no longer guarantee life-time job security through traditional career paths. Instead, the

responsibility is now placed on employees to manage their own careers. In response to these changes,

employees have developed alternate ways to build successful careers that suit their motivations and

desires. Technology, outsourcing, globalization, contract work and generational expectations have

morphed jobs and careers into varied forms.

In todays work world, it is important that leaders demonstrate skills that help employees build theirdesired career paths and act as career collaborators by creating opportunities for the development of

career enhancing skills. In order to be successful, leaders need to realize that they are not managing

employees careers but rather are facilitating them along their desired paths.


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Supporting Career Development

The objective of any career development conversation or career management process is to retain high

performing employees longer. That means either longer tenure within the team or longer tenure within

the organization. Gone are the days when leaders can rely on employees remaining in the organization

for their entire career, or expecting that employees will simply follow the career paths that are pre-

determined by the organization.

While career paths are still important for organizations to build and communicate, these paths should

act only as a framework or guideline for leaders. It is critical to take time to understand how each

employeesdefines career, assist employees in reaching that definition, and act to remove barriers so

employees can achieve their desired career goals.

Career Development Paths

Historically, career path contained small, incremental upward moves over ones tenure with an

organization. As the nature of business has changed, employees have taken greater ownership over

their career development, adopting a more transitory approach versus the upward linear career path.

There are four types of career paths available:

The Linear Career Path

A linear, hierarchy-based career path is one in which employees work hard and over time rise up

a predictable path to the next level until they can no longer climb. Today, this is not the only

desired or available option and the odds of employees pursuing this path are becoming much

less likely.

The Expert Career Path

This path rewards the development of skills in a specific field without making it necessary tomove upward into management levels. This path has changed core, stable work forces into

highly-skilled, mobile and adaptable workforces

The Spiral Career Path

The spiral career path allows employees to make a series of lateral moves between different

functional areas within the same organization. It allows human resources departments to focus

on retaining talent by providing employees with new and challenging tasks that broaden their

experience.

The Transitory Career Path

This path allows employees to avoid depending on any one organization. Employees are able to

build and maintain a portfolio of competencies, which allows them to quickly respond to

changes in the job market. While employees on this path rarely rely on formal employer-

provided career planning, it is critical that leaders learn how to hold career development

discussions with their employees. This allows them to keep employees longer by helping them

build their portfolio within the organization.

Generational Considerations

Many leaders tie loyalty with career goals. If an employee does not want his or her career to remain

with the same team, organization or industry, the leader judges the employee as being disloyal. For


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Traditionalists and Baby Boomers, it is important to gain their trust so that they will feel comfortable

enough to be honest with you about their career goals.

Many Gen X and Gen Y employees have little trepidation with discussing career desires with leaders. It is

important that, when having these conversations with Gen Xs and Gen Ys, you do not take personal

offense to any comments. Challenge Gen Xers to propose new ways that they can develop their desiredcareer skills within their current roles.

Gen Ys are also candid about their desired career paths, but may be less realistic as to the speed by

which those goals can happen in your organization. It is important to paint a clear picture of which

career paths are possible within your organization and to help Gen Ys identify their career motivations.

For more on facilitating employees career development, please see chapter two in Upgrade Now: 9

Advanced Leadership Skills available atwww.ngenperformance.com/book.

For Career Development

Your support for career development is important because:

Current information about the organization and future trends helps employees create more realistic

career development goals

Focus on skill development contributes to learning opportunities

Opportunities for promotion and/or lateral moves contribute to the employee's career satisfaction

A greater sense of responsibility for managing one's own career contributes to self-confidence

Career planning and development clarifies the match between organizational and individual employee

goals

It's cost-effective to use your own staff talent to provide career development opportunities within your

department Career development increases employee motivation and productivity

Attention to career development helps you attract top staff and retain valued employees

Supporting career development and growth of employees is mandated by the Philosophy of Human

Resources Management

How to Support Career Development

Refer toCareer Developmentfor the career development competencies assessment.

Annually, conduct an individual development plan and career discussion with employees and require

other supervisors in your department to do the same.

Hold supervisors in your department accountable for supporting employee development efforts.

Create programs and activities to provide skill development, such as job rotation, cross-training,mentoring, internships, coaching, and career strategy groups.

Recognize that your role includes providing support and/or release time for staff members'

development beyond their current jobs.

Support requests for flexible work arrangements from staff members.

Serve as a role model by participating in career and professional development opportunities yourself.

See staff members' applications for other positions as a healthy sign of a dynamic workplace.

Support lateral moves within your organization.
http://www.ngenperformance.com/advanced-leadership-skills-upgrade-nowhttp://www.ngenperformance.com/advanced-leadership-skills-upgrade-nowhttp://www.ngenperformance.com/advanced-leadership-skills-upgrade-nowhttp://hrweb.berkeley.edu/learning/career-developmenthttp://hrweb.berkeley.edu/learning/career-developmenthttp://hrweb.berkeley.edu/learning/career-developmenthttp://hrweb.berkeley.edu/learning/career-developmenthttp://www.ngenperformance.com/advanced-leadership-skills-upgrade-now


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Create job vacancy listings that allow for the most diverse applicant pool while honoring transferable

skills.

Roles You Can Play

COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining open,

effective communication and ongoing encouragement. You can improve your coaching by:

Encouraging two-way dialogue

Showing employees how to identify their skills, interests, and values

Scheduling uninterrupted career development discussions

ADVISOR: Provides organizational information, realities, and resources to employees. You can improve

your advising by:

Helping employees develop realistic career goals based on your department's needs and their individual

development plans

Helping employees understand the current opportunities and limitations on the campus

Advising employees on the feasibility of various career options

APPRAISER: Evaluates employees' performance in an open, candid way and relates this to potential

opportunities. You can improve your appraisal skills by:

Providing frequent feedback in a way that fosters development

Conducting performance appraisals that define strengths, weaknesses, and career development needs

Relating current performance to future potential in realistic ways

Using an individual development plan as a tool for continual feedback and development

REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You

can improve your referral agent skills by:

Helping employees formulate development plans and consulting on strategies

Providing opportunities for experience, exposure, and visibility, such as committees and task forces)

Using personal resources who you know and what you know to create opportunities

Assisting in seeking employees' placement lateral or vertical

Chapter 11: Employee Development & Training

The challenges associated with the changing nature of work and the

workplace environment are as real for the campus as elsewhere. Rapidchange requires a skilled, knowledgeable workforce with employees

who are adaptive, flexible, and focused on the future.

As a manager, one of your key responsibilities is to develop your staff.

The Philosophy of Human Resources Management (Appendix B) states

that you can:

Flextime Scheduling:

Guidelines and Procedures

A Supportive Work

Environment Initiative
http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/


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"Encourage growth and career development of employees by coaching, and by helping employees

achieve their personal goals at UCSF and beyond...[you can develop] human resources by providing

adequate training... encouragement of staff development, and opportunities for growth."

The campus recognizes that employee development requires a shared responsibility among the

institution, you, and the employee. In this partnership:

The institution

Ensures that policies and programs facilitate the continuing development of staff

You

Work with staff to: assess and provide feedback on their skills and interests; select training and

development activities that match their career development objectives and job needs; use

theDevelopment & Training catalogas a tool to tell employees about training and development

opportunities on campus and to create an annual development plan; stay informed of current policies

and practices that support employee development; follow up with employees after a learning activity to

integrate new skills and knowledge into their responsibilities

The employee

Takes initiative to assess skills and interests and seek development activities that match needs; works

with you to identify training and development objectives

Most employee development and training programs fall under the following categories:

Management Development; Career Development; Basic Skills; Professional Skills; Technical Training;

Supervisory Skills

Your support of training and development creates a "Win" for the employee and for your workplace.

You will have:

Employees with upgraded skills, working to their full potential and equipped to deal with the changing

demands of the workplace; employees with higher morale, career satisfaction, creativity, and

motivation; increased productivity and responsiveness in meeting departmental objectives

Career Development

Management Development

Other Resources

Career Development

Career development is the ongoing acquisition or refinement of skills and knowledge, including jobmastery and professional development, coupled with career planning activities. Job mastery skills are

those that are necessary to successfully perform one's job. Professional development skills are the skills

and knowledge that go beyond the scope of the employee's job description, although they may

indirectly improve job performance.

Since career development is an ongoing, dynamic process, employees may need encouragement and

support in reviewing and re-assessing their goals and activities. You are in a key position to provide

valuable feedback and learning activities or resources. Formal training and classes away from the job are
http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#674http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#674http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#673http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#673http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#676http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#676http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#676http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#673http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-training/#674http://ucsfhr.ucsf.edu/index.php/training/


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effective in providing new information, but adult learners also need to practice new skills. Therefore,

you can contribute significantly to your staff member's career development by supporting career

development activities within your department.

Guiding Principles

Your support for career development is important because:

Current information about the organization and future trends helps employees create more

realistic career development goals

Focus on skill development contributes to learning opportunities

Opportunities for promotion and/or lateral moves contribute to the employee's career

satisfaction

A greater sense of responsibility for managing one's own career contributes to self-confidence

Career planning and development clarifies the match between organizational and individual

employee goals

It's cost-effective to use your own staff talent to provide career development opportunities

within your department

Career development increases employee motivation and productivity

Attention to career development helps you attract top staff and retain valued employees

Supporting career development and growth of employees is mandated by the Philosophy of

Human Resources Management

How to Support Career Development

Refer to theEmployee Development & Trainingcatalog for the career development course

listings.

Annually, conduct an individual development plan and career discussion with employees andrequire other supervisors in your department to do the same.

Hold supervisors in your department accountable for supporting employee development efforts.

Create programs and activities to provide skill development, such as job rotation, cross-training,

mentoring, internships, coaching, and career strategy groups.

Recognize that your role includes providing support and/or release time for staff members'

development beyond their current jobs. Refer to theEducation and Development Leave

policyand theFlextime Scheduling: Guidelines and Procedures policy.

Support requests for alternate work schedules from staff members.

Serve as a role model by participating in career and professional development opportunities

yourself.

See staff members' applications for other positions as a healthy sign of a dynamic workplace.

Support lateral moves within your organization.

Refer employees to the Staff Internship Program to explore opportunities to apply for career

development internships or self-initiate an internship in an area of special interest.

Create job vacancy listings that allow for the most diverse applicant pool while honoring

transferable skills.
http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/policies/article/651http://ucsfhr.ucsf.edu/index.php/policies/article/651http://ucsfhr.ucsf.edu/index.php/policies/article/651http://ucsfhr.ucsf.edu/index.php/policies/article/651http://ucsfhr.ucsf.edu/index.php/policies/article/655http://ucsfhr.ucsf.edu/index.php/policies/article/655http://ucsfhr.ucsf.edu/index.php/policies/article/655http://ucsfhr.ucsf.edu/index.php/policies/article/655http://ucsfhr.ucsf.edu/index.php/policies/article/651http://ucsfhr.ucsf.edu/index.php/policies/article/651http://ucsfhr.ucsf.edu/index.php/training/


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Roles You Can Play

COACH: Helps employees identify strengths, weaknesses, interests, and values by maintaining open,

effective communication and ongoing encouragement. You can improve your coaching by:

Encouraging two-way dialogue

Showing employees how to identify their skills, interests, and values Scheduling uninterrupted career development discussions

ADVISOR: Provides organizational information, realities, and resources to employees. You can improve

your advising by:

Helping employees develop realistic career goals based on your department's needs and their

individual development plans

Helping employees understand the current opportunities and limitations on the campus

Advising employees on the feasibility of various career options

APPRAISER: Evaluates employees' performance in an open, candid way and relates this to potential

opportunities. You can improve your appraisal skills by:

Providing frequent feedback in a way that fosters development

Conducting performance appraisals that define strengths, weaknesses, and career development

needs

Relating current performance to future potential in realistic ways

Using an individual development plan as a tool for continual feedback and development

REFERRAL AGENT: Helps employees meet their goals through contacts with people and resources. You

can improve your referral agent skills by:

Helping employees formulate development plans and consulting on strategies

Providing opportunities for experience, exposure, and visibility, such as committees and task

forces)

Using personal resources who you know and what you know to create opportunities

Assisting in seeking employees' placement lateral or vertical

Management Development

The management and leadership development process is flexible and continuous, linking an individual's

development to the goals of the job and the organization. Management development programs on

campus give you the opportunity to develop a broad base of skills and knowledge that can be applied to

many jobs on campus. D&T's management development curriculum is changing. The overarching goal is

a comprehensive curriculum for managers and supervisors to develop the necessary core competenciesto become excellent leaders. The Employee Relations Unit also provides training for managers and

supervisors, along with performance management tools. Expanding management core competencies

will enable campus managers to keep pace with the demands of a changing organization. Enroll in the

Supervisory Certificate Program courses to learn more about supervisory core competencies and roles at

the D&TCourse Enrollment Catalog.
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Guiding Principles

Management development activities can:

Encourage growth and career development of employees as stated in the Philosophy of Human

Resources Management

Improve skills and knowledge that can be immediately applied at work Increase motivation and job satisfaction

Create a network of colleagues for problem-solving and support

Promote communication and planning throughout campus and department networks

How to Support Management Development

Model the behavior you are encouraging; don't neglect your own development.

Discuss and create a development plan during the performance planning cycle.

Endorse employees attending classes and activities that support development plans and goals.

Discuss what the employee learned in classes and support integrating new ideas/methods. Provide timely behavioral feedback on performance and discuss ways to improve and develop

further.

Provide opportunities for your employees to develop through mentoring, cross-training,

internships, campus staff organizations, professional associations, committee and task force

assignments, skill assessment programs, and university degree and extension programs.

Other Resources

Employee Development & Training Unitin Human Resources

Management Skills Assessment Program
http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/training/http://msap.ucdavis.edu/http://msap.ucdavis.edu/http://msap.ucdavis.edu/http://ucsfhr.ucsf.edu/index.php/training/

career systems international

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