人力资源管理最新版英文版教学课件第9章

Chapter9EmployeeDevelopment人力资源管理最新版英文版教学课件第9章LearningObjectivesExplainhowemployeedevelopmentcontributestostrategiesrelatedtoemployeeretention,developingintellectualcapital,andbusinessgrowth.DiscussstepsinthedevelopmentplanningprocessExplaintheemployees’andcompany’sresponsibilitiesinplanningdevelopment.Discusscurrenttrendsinusingformaleducationfordevelopment.

Relatehowassessmentofpersonalitytype,workbehaviors,andjobperformancecanbeusedforemployeedevelopmentLearningObjectivesExplainhowLearningObjectives,cont.Explainhowjobexperiencescanbeusedforskilldevelopment.Developsuccessfulmentoringprograms.Describehowtotrainmanagerstocoachemployees.Discusswhatcompaniesaredoingformeltingtheglassceiling.Usethe9-boxgridforidentifyingwhereemployeesfitinasuccessionplanandconstructappropriatedevelopmentplansforthem.LearningObjectives,cont.ExplTrainingandDevelopmentComparisonFocusUseofworkexperienceGoalParticipationTrainingCurrentLowPreparationforcurrentjobRequiredDevelopmentFutureHighPreparationforchangesVoluntaryTrainingandDevelopmentCompaCareersAproteancareerisbasedonself-directionwiththegoalofpsychologicalsuccessinone’swork.Psychologicalsuccess-feelingofprideandaccomplishmentthatcomesfromachievinglifegoals.Developmentplanningsystem-retainandmotivateemployeesbyidentifyingandmeetingdevelopmentneeds.(alsocalledcareermanagementsystem)CareersAproteancareerisbasBoundaryless“Boundaryless”-careersmayinvolveidentifyingmorewithajoborprofessionthanwiththepresentemployer.Careerplansorgoalsareinfluencedbypersonalorfamilydemandsandvalues.Employeescanchangetheircareersthroughouttheirlifebasedonawarenessofstrengthsandweaknesses,perceivedneedtobalanceworkandlife,andtheneedtofindstimulatingandexcitingwork.Boundaryless“Boundaryless”-cStepsandResponsibilitiesinthe

CareerManagementProcessFigure9.1Self-assessmentRealityCheckGoalSettingActionPlanningStepsandResponsibilitiesinExamplesofDevelopmentPlanAreasProfessionalgoalsandmotivationTalentsorstrengthsDevelopmentopportunitiesDevelopmentobjectivesandactionstepsExamplesofDevelopmentPlanAEmployeeDevelopmentApproachesFormalEducationAssessmentsPersonalityTestsandinventoriessuchasMyers-Briggs,(MBTI),etc.PerformanceappraisalsUpwardfeedback360-DegreeFeedbackSystemsJobExperiencesInterpersonalRelationshipsEmployeeDevelopmentApproacheAssessmentCentersAnassessmentcenter,usuallyoff-site,usesmultipleraterstoevaluateemployees’performanceonexercises.4TypesofAssessmentExercises:LeaderlessgroupdiscussionInterviewsIn-basketsRoleplaysAssessmentCentersAnassessmenSkillsforManagerialSuccessResourcefulQuickStudyCompassionateStraightforwardConfrontProblemsDecisiveSelf-awareFlexibleDoWhateverItTakesLeadBuild&MendRelationshipsDevelopTeamBalanceHireTalentedStaffPutOthersatEaseSkillsforManagerialSuccessR360-DegreeFeedbackActivitiesStrengths&WeaknessesDevelopmentGoalProcessforrecognizinggoalaccomplishmentStrategiesforreachinggoalsIdentify:360-DegreeFeedbackActivitiesJobExperiencesforCareerDevelopmentEnlargementofcurrentjobexperiencesPromotionDownwardmoveJobRotation(lateralmove)Transfer(lateralmove)Temporaryassignments,projects&volunteerworkLateralMovesVerticalAssignmentsJobExperiencesforCareerDevJobDemandsandLessonsLearnedMaketransitionsCreatechangeHavehighlevelofresponsibilityFaceobstaclesBeinvolvedinnon-authorityrelationshipsJobDemandsandLessonsLearneJobExperiencesJobenlargement-addingchallengesornewresponsibilities.Jobrotation-movingasingleindividualfromonejobtoanother.Transfer-movinganemployeetoadifferentjobassignmentinadifferentareaofthecompany.Promotions-advancementintopositionswithgreaterchallengeandmoreauthoritythanpreviousjob.Adownwardmoveoccurswhenanemployeeisgivenareducedlevelofresponsibilityandauthority.JobExperiencesJobenlargementTemporaryAssignmentsExternshipreferstoacompanyallowingemployeestotakeafull-timeoperationalroleatanothercompany.Asabbaticalisaleaveofabsencefromthecompanytorenewordevelopskills.TemporaryAssignmentsExternshiSuccessfulMentoringProgramsVoluntaryparticipationFlexiblematchingprocessMentorschosenonability&willingnessClearlyunderstoodpurposeProgramlengthspecifiedMinimumlevelofcontactspecifiedContactamongparticipantsencouragedProgramevaluatedEmployeedevelopmentrewardedSuccessfulMentoringProgramsVBenefitsofMentoringRelationshipsCareerSupportCoach,protect,sponsorandprovidechallengingassignments,exposureandvisibility.PsychologicalSupportServeasafriendandrolemodel,providepositiveregardandacceptanceandcreateanoutletforaprotégétoshareanxietiesandfears.GroupMentoringProgramAprogrampairingsuccessfulsenioremployeeswithlessexperiencedprotégés.BenefitsofMentoringRelationCoachingAcoachisapeerormanagerwhoworkswithanemployeeto:motivatedevelopskillsprovidereinforcementandfeedback3rolesacoachcanplay:one-on-onehelpemployeelearnprovideresourcessuchasmentors, coursesorjobexperiencesCoachingAcoachisapeerormSelf-assessmentRealityCheckGoalSettingActionplanningIdentifyopportunitiestoimproveIdentifyneedsrealistictodevelopIdentifygoals&methodstodetermineprogressIdentifysteps&timetabletoreachgoalsCareerManagementProcessSelf-RealityGoalActionIdentifyDevelopmentPlanCompetencies/strengthsCareerdevelopmentgoalsNextassignmentsCompetencies&StrengthsAreasforImprovementCareerDevelopmentGoalsNextAssignmentsTraining&DevelopmentNeedsDevelopmentPlanCompetencies/sDysfunctionalManagersGlassCeilingSuccessionPlanningSpecialIssuesDysfunctionalGlassSuccessioMeltingtheGlassCeilingMakesureseniormanagementsupportsandisinvolvedintheprogram.Makeabusinesscaseforchange.Makethechangepublic.Gatherdataonproblemscausingtheglassceilingusingtaskforces,focusgroupsandquestionnaires.Createawarenessofhowgenderattitudesaffecttheworkenvironment.Forceaccountabilitythroughreviewsofpromotionratesandassignmentdecisions.Promotedevelopmentforallemployees.MeltingtheGlassCeilingMakeSuccessionPlanningSuccessionplanningistheidentificationandtrackingofhighpotentialemployeescapableoffillinghigher-levelmanagerialpositions.High-PotentialEmployees-Employeesthecompanybelievesarecapableofbeingsuccessfulinhigh-levelmanagementpositionsSuccessionPlanningSuccession9-BoxGrid9-BoxGridSummaryDevelopmentmethodsincludeformaleducation,assessment,jobexperiencesandinterpersonalrelationships.Bothemployeeandcompanyhaveresponsibilities.Amentorcanhelpemployeesbetterunderstandthecompanyandgainexposuretokeypersons.Amanager’sjobresponsibilityiscoaching.Employeesshouldhaveadevelopmentplan.SummaryDevelopmentmethodsincChapter9EmployeeDevelopment人力资源管理最新版英文版教学课件第9章LearningObjectivesExplainhowemployeedevelopmentcontributestostrategiesrelatedtoemployeeretention,developingintellectualcapital,andbusinessgrowth.DiscussstepsinthedevelopmentplanningprocessExplaintheemployees’andcompany’sresponsibilitiesinplanningdevelopment.Discusscurrenttrendsinusingformaleducationfordevelopment.

Relatehowassessmentofpersonalitytype,workbehaviors,andjobperformancecanbeusedforemployeedevelopmentLearningObjectivesExplainhowLearningObjectives,cont.Explainhowjobexperiencescanbeusedforskilldevelopment.Developsuccessfulmentoringprograms.Describehowtotrainmanagerstocoachemployees.Discusswhatcompaniesaredoingformeltingtheglassceiling.Usethe9-boxgridforidentifyingwhereemployeesfitinasuccessionplanandconstructappropriatedevelopmentplansforthem.LearningObjectives,cont.ExplTrainingandDevelopmentComparisonFocusUseofworkexperienceGoalParticipationTrainingCurrentLowPreparationforcurrentjobRequiredDevelopmentFutureHighPreparationforchangesVoluntaryTrainingandDevelopmentCompaCareersAproteancareerisbasedonself-directionwiththegoalofpsychologicalsuccessinone’swork.Psychologicalsuccess-feelingofprideandaccomplishmentthatcomesfromachievinglifegoals.Developmentplanningsystem-retainandmotivateemployeesbyidentifyingandmeetingdevelopmentneeds.(alsocalledcareermanagementsystem)CareersAproteancareerisbasBoundaryless“Boundaryless”-careersmayinvolveidentifyingmorewithajoborprofessionthanwiththepresentemployer.Careerplansorgoalsareinfluencedbypersonalorfamilydemandsandvalues.Employeescanchangetheircareersthroughouttheirlifebasedonawarenessofstrengthsandweaknesses,perceivedneedtobalanceworkandlife,andtheneedtofindstimulatingandexcitingwork.Boundaryless“Boundaryless”-cStepsandResponsibilitiesinthe

CareerManagementProcessFigure9.1Self-assessmentRealityCheckGoalSettingActionPlanningStepsandResponsibilitiesinExamplesofDevelopmentPlanAreasProfessionalgoalsandmotivationTalentsorstrengthsDevelopmentopportunitiesDevelopmentobjectivesandactionstepsExamplesofDevelopmentPlanAEmployeeDevelopmentApproachesFormalEducationAssessmentsPersonalityTestsandinventoriessuchasMyers-Briggs,(MBTI),etc.PerformanceappraisalsUpwardfeedback360-DegreeFeedbackSystemsJobExperiencesInterpersonalRelationshipsEmployeeDevelopmentApproacheAssessmentCentersAnassessmentcenter,usuallyoff-site,usesmultipleraterstoevaluateemployees’performanceonexercises.4TypesofAssessmentExercises:LeaderlessgroupdiscussionInterviewsIn-basketsRoleplaysAssessmentCentersAnassessmenSkillsforManagerialSuccessResourcefulQuickStudyCompassionateStraightforwardConfrontProblemsDecisiveSelf-awareFlexibleDoWhateverItTakesLeadBuild&MendRelationshipsDevelopTeamBalanceHireTalentedStaffPutOthersatEaseSkillsforManagerialSuccessR360-DegreeFeedbackActivitiesStrengths&WeaknessesDevelopmentGoalProcessforrecognizinggoalaccomplishmentStrategiesforreachinggoalsIdentify:360-DegreeFeedbackActivitiesJobExperiencesforCareerDevelopmentEnlargementofcurrentjobexperiencesPromotionDownwardmoveJobRotation(lateralmove)Transfer(lateralmove)Temporaryassignments,projects&volunteerworkLateralMovesVerticalAssignmentsJobExperiencesforCareerDevJobDemandsandLessonsLearnedMaketransitionsCreatechangeHavehighlevelofresponsibilityFaceobstaclesBeinvolvedinnon-authorityrelationshipsJobDemandsandLessonsLearneJobExperiencesJobenlargement-addingchallengesornewresponsibilities.Jobrotation-movingasingleindividualfromonejobtoanother.Transfer-movinganemployeetoadifferentjobassignmentinadifferentareaofthecompany.Promotions-advancementintopositionswithgreaterchallengeandmoreauthoritythanpreviousjob.Adownwardmoveoccurswhenanemployeeisgivenareducedlevelofresponsibilityandauthority.JobExperiencesJobenlargementTemporaryAssignmentsExternshipreferstoacompanyallowingemployeestotakeafull-timeoperationalroleatanothercompany.Asabbaticalisaleaveofabsencefromthecompanytorenewordevelopskills.TemporaryAssignmentsExternshiSuccessfulMentoringProgramsVoluntaryparticipationFlexiblematchingprocessMentorschosenonability&willingnessClearlyunderstoodpurposeProgramlengthspecifiedMinimumlevelofcontactspecifiedContactamongparticipantsencouragedProgramevaluatedEmployeedevelopmentrewardedSuccessfulMentoringProgramsVBenefitsofMentoringRelationshipsCareerSupportCoach,protect,sponsorandprovidechallengingassignments,exposureandvisibility.PsychologicalSupportServeasafriendandrolemodel,providepositiveregardandacceptanceandcreateanoutletforaprotégétoshareanxietiesandfears.GroupMentoringProgramAprogrampairingsuccessfulsenioremployeeswithlessexperiencedprotégés.BenefitsofMentoringRelationCoachingAcoachisapeerormanagerwhoworkswithanemployeeto:motivatedevelopskillsprovidereinforcementandfeedback3rolesacoachcanplay:one-on-onehelpemployeelearnprovideresourcessuchasmentors, coursesorjobexperiencesCoachingAcoachisapeerormSelf-assessmentRealityCheckGoalSettingActionplanningIdentifyopportunitiestoimproveIdentifyneedsrealistictodevelopIdentifygoals&methodstodetermineprogressIdentifysteps&timetabletoreachgoalsCareerManagementProcessSelf-RealityGoalActionIdentifyDevelopmentPlanCompetencies/strengthsCareerdevelopm