9-1McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.

fundamentals of

Human Resource Management 4th editionby R.A. Noe, J.R. Hollenbeck, B. Gerhart, and P.M. Wright

CHAPTER 9

Developing Employees for Future Success

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Table 9.1: Training versus Development

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Approaches to Employee Development

Formal Education• These may include:

– Workshops– Short courses– Lectures– Simulations– Business games– Experiential programs

• Many companies operate training and development centers.

Assessment• Collecting information and

providing feedback to employees about heir behavior, communication style, or skills.

• Information for assessment may come from the employees, their peers, managers, and customers.

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Assessment Tools

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Table 9.2: Skills Related to Success as a Manager

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Approaches to Employee Development (continued)

• Job experiences: the combination of relationships, problems, demands, tasks, and other features of an employee’s jobs.

• Most employee development occurs through job experiences.

• Key job experience events include:– Job assignments– Interpersonal

relationships– Types of transitions

• Through these experiences, managers learn how to handle common challenges, and prove themselves.

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Figure 9.2: How Job Experiences Are Used for Employee Development

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Figure 9.3: Steps and Responsibilities in the Career Management Process

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Career Management System (continued)

Data Gathering: Self-Assessment• The use of information by

employees to determine their career interests, values, aptitudes, behavioral tendencies, and development needs.

• MBTI• Strong-Campbell Interest

Inventory• Self-Directed Search

Feedback• Information employers give

employees about their skills and knowledge and where these assets fit into the organization’s plans.

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Figure 9.4: Sample Self-Assessment Exercise

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Career Management System (continued)

Goal Setting• Based on the information

from the self-assessment and reality check, the employee sets short- and long-term career objectives.– Desired positions– Level of skill to apply– Work setting– Skill acquisition

Action Planning & Follow-Up• Employees prepare an

action plan for how they will achieve their short- and long-term career goals.

• Any one or a combination of development methods may be used.

• Approach used depends on the particular development need and career objectives.

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Development-Related Challenges

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Figure 9.6: Process for Developing a Succession Plan

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Dysfunctional Managers

• A manager who is otherwise competent may engage in some behaviors that make him or her ineffective – someone who stifles ideas and drives away employees.

• These dysfunctional behaviors include:– insensitivity to others– inability to be a team

player– arrogance– poor conflict management

skills– inability to meet business

objectives– inability to adapt to change

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Summary

• Employee development is the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers.

• Training is more focused on improving performance in the current job, but training programs may support employee development.