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Utilizing Downward Moves for Growth

The document discusses employee development through training and career management. It compares training, which focuses on current job preparation, and development, which focuses on future changes. Development involves voluntary participation and utilizes work experience. The document also discusses protean careers that frequently change, the need for "know why" and "know whom" knowledge, and spiral career patterns. It outlines approaches to development like formal education, assessments, job experiences, and relationships. Finally, it proposes a career management process involving self-assessment, reality checks, goal setting, and action plans.

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GayeGabriel
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118 views15 pages

Utilizing Downward Moves for Growth

The document discusses employee development through training and career management. It compares training, which focuses on current job preparation, and development, which focuses on future changes. Development involves voluntary participation and utilizes work experience. The document also discusses protean careers that frequently change, the need for "know why" and "know whom" knowledge, and spiral career patterns. It outlines approaches to development like formal education, assessments, job experiences, and relationships. Finally, it proposes a career management process involving self-assessment, reality checks, goal setting, and action plans.

Uploaded by

GayeGabriel
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

Module 7

Employee Development
Comparison between Training and
Development
Training Development

Focus Current Future

Use of work experience Low High

Goal Preparation for Preparation


current job for changes
Participation
Required Voluntary
Development and Careers
• Protean Career: A career that is frequently
changing.
• The types of knowledge that an employee
needs to be successful have changed. In
addition to “knowing how,” employees also
need to “know why” and “know whom.”
• Career pattern from a linear hierarchy to a
spiral career pattern.
• “Boundaryless” careers.
Approaches to Employee
Development
• Formal education
• Assessment
– Myers-Briggs test
– Assessment center
– Benchmarks
– Performance appraisals
• Job experiences
• Interpersonal relationships
Myers - Briggs Types
16 personality types based on the following 4 dimensions:

1 Energy: where people get strength and vitality from


– extroverts (e) - interpersonal relationships
– introverts (i) - personal thoughts and feelings
2 Life-Style: tendency to be flexible and adaptable
– judging (j) - focus on goals, establish deadlines
– perceiving (p) - enjoy surprises, change decisions
3 Information-gathering: actions taken in decision-making
– sensing (s) - gather facts, detail
– intuitive (i) - focus on possibilities, idea relationships
4 Decision-making: amount of consideration for other’s feelings
– thinking (t) - objective focus
– perceiving (p) - evaluate the impact of decisions on others
Assessment Centers
The types of exercises used include:
– Leaderless group discussion
– Interviews
– In-baskets
– Role Plays
Employee Development
Experiences
Promotion Vertical assignments
Lateral moves
- job rotation - delegation of more
- lateral transfers significant tasks

Enlargement
Job
of current job Transfers
Rotation
experiences

Temporary
Downward move assignment
with another
organization
Employee Development Experiences:
Upward-Downward-Lateral Moves

BOSS

promotion

JOB Transfer

demotion

Subordinate
Characteristics of
Successful Mentoring programs.

 Participation is voluntary
 Matching process is flexible
 Mentors are chosen on ability & willingness
 Purpose is clearly understood
 Program length is specified
 Minimum level of contact is specified
 Contact among participants is encouraged
 Program is evaluated
 Employee development is rewarded
Benefits of Mentoring
Relationships for Proteges
Career Support
Coaching, protection, sponsorship, providing
challenging assignments, exposure, and visibility
Psychological Support
A friend and a role model, providing positive
regard and acceptance, and providing a sounding
board of proteges.
Additional Benefit
Promotion, higher salaries and greater influence
Career Management Process

Self-
Assessment

- determine
career interests,
values, aptitudes
Career Management Process

Reality
Check
Self-
Assessment - feedback on
skills, knowledge
- determine
career interests,
values, aptitudes
Career Management Process

Goal
Setting

Reality - devise short-


Check and long-term
developmental
Self-
plans
Assessment - feedback on
skills, knowledge
- determine
career interests,
values, aptitudes
Career Management Process
Action
Plans

Goal
Setting

Reality - devise short-


Check and long-term
developmental
Self-
plans
Assessment - feedback on
skills, knowledge
- determine
career interests,
values, aptitudes
Special Issues

• Melting the Glass Ceiling

• Succession Planning

• Dysfunctional Managers

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