1. BY: DR. ROBINA YASMIN
Employee Development

2. Development
 Development refers to formal education, job
experiences, relationship, assessments of
personality and abilities that helps perform
effectively in their current and future job and
company.
 As development is future-oriented therefore it
involves learning that is not necessarily related to
the employee’s current job.
 There is a difference between training and
development.

3. Comparison between Training & Development
Training Development
Focus Current Future
Use of Work
Experiences
Low High
Goal Preparation for current job Preparation for
changes
Participation Required Voluntary

4. Why is Employee Development Important?
 Employee development is necessary improve quality, to
meet the challenges of global competition and social
change, and to incorporate technological advances and
changes in work design.
 Development is also important for talent management,
particularly for senior managers and employees with
leadership potentials.
 Development activities can help the companies reduce
turnover in two ways.
1. By showing employees that company is investing in
employees skill development.
2. By developing managers who can create a positive work
environment that makes employees to contribute to
company goals.

5. Approaches to Employee Development
 Four approaches are used to develop employees:
1. Formal Education
2. Assessment
3. Job Experiences
4. Interpersonal Relationships.
 Many companies use a combination of these approaches.
 Large companies are more likely to use leadership
training and development planning more frequently than
are smaller companies.

6. Approaches to Employee Development
 To ensure that development programs are effective, the
programs should be developed through the same process
used for training design:
1. Assessing needs,
2. creating a positive development environment,
3. ensuring employees’ readiness for development,
4. choosing a combination of developing activities that will
help to achieve the objectives,
5. ensuring that work environment supports development
activities and
6. the use of skills and experiences acquired and evaluating
the program.

7. I. Formal Education
 Formal education programs includes off-site and on-site
programs designed for the company’s employees, short
courses offered by consultants or universities, executive
MBA programs and university programs in which
participants actually live at university while taking classes.
 The programs may involve lectures by business experts or
professors, business games and simulation, adventure
learning, and meeting with customers.
 Most formal programs actively involves the employees in
learning.
 Separate programs are usually offered to supervisors, middle
managers and executives.
 Similarly special programs for particular jobs are also
available.

8. II. Assessment
 Assessment involves collecting information and providing
feedback to employees about their behavior,
communication style, values, or skills.
 The employees as well as their peers, managers, and
customers may be asked to provide information.
 Assessment is more frequently used to identify employees
with, managerial potential and measure current managers’
strengths and weaknesses.
 It is also used to identify managers with potential to move
into higher-level executive positions, and also to identify
individual team member’s strengths and weakness in a
team.

9. Assessment Center
 The assessment center is a process in which multiple
raters or evaluators(assessors) evaluate employees’
performance on a number of exercises.
 An assessment center is usually held at an off-site location
such as conference center. From 6-12 employees participate
at one time.
 Assessment centers are primarily used to identify if
employees have the personality characteristics,
administrative skills, and interpersonal skills needed for
managerial jobs.
 They are also used to identify necessary skills to work in
team.

10. Exercises used in Assessment Centers
 The type of exercises used in assessment centers include
leaderless Group discussion, interviews, in -basket and role-
plays.
 Leaderless Group Discussion: a team of five to seven
employees must worked together to solve an assigned
problem within a certain time period.
 In-Basket is simulation of administrative task of the
manager’s job. The exercise includes variety of documents
that may appear in the basket on a manager’s desk. The
participant is asked to read materials and decide how to
respond to them.
 Responses might include delegating tasks, scheduling
meetings or writing replies etc.

11. Exercises used in Assessment Centers
 In Role Plays, participant take the part or role of a manager or
other employee.
 For example, an assessment center participant may be asked to
take role of a manger who has to give negative performance
review to subordinate. The participant is provided with
information regarding the subordinate’s performance.
 The participant is asked to prepare for and actually hold a 45
minute meeting with the subordinate to discuss the performance
problem.
 The role of subordinate is played by a manager or other member
of assessment center.
 The assessment center may also include testing i.e. aptitude,
vocabulary, reasoning skills or personality tests.

12. Benchmarks
 Benchmarks is an instrument designed to measure
important factors in being a successful manager.
 Items measured by bench marks are based on research that
examines the lessons executives learn at critical events in
their careers.
 Items that are measured include:
1. dealing with subordinates,
2. acquiring resources, and
3. creating a productive work climate.

13. Performance Appraisal
 Performance appraisal is a process of measuring employees’
performance.
 There are different approaches for measuring performance,
including raking employees, rating their work behaviors, rating
the extent to which employees have desirable traits believed to
be necessary for job success (e.g. leadership,) and directly
measuring the results of work performance(e.g. Productivity).
 These approaches can be useful for employee development under
certain conditions.
 The appraisal system must gives employees specific information
about their performance problems and ways they can improve
their performance.
 Mangers must be trained in frequently. Providing performance
feedback to employees.

14. Upward feedback and 360-Degree Feedback System
 A trend in the use of performance appraisals for
management development is the upward feedback and 360-
degree feedback process.
 360-degree feedback process is a special version of the
upward feedback process.
 In this process employees’ behaviors or skills are evaluated
not only by subordinates but also by peers, customers, their
boss, and themselves.
 The result of 360-degree feedback system show managers
how they are seen on each item. The result reveals how self
evaluation differ from evaluation from the other raters.

15. 360-Degree Feedback System
Peers
Self
Customers subordinates
Managers
Rating Form
Rating Form
Rating Form Rating Form

16. Development Planning Activities from 360-Degree
Feedback
 Table shows the type of activities involved in development planning using 360-
degree feedback process.
1. Understand strength and weakness
Review ratings for strengths and weakness
Identify skills or behaviors where self and others’(managers’.peers’,customers’)
Ratings agree and disagree
2. Identify a development goal
Choose skill or behavior to develop
Set a clear, specific goal with specified outcome.
3. Identify a process for recognizing goal accomplishment
4. Identify strategies for reaching the development goals.
Establish strategies such as reading, job experiences, courses and relationships.
Establish strategies for receiving feedback on progress
Establish strategies for receiving reinforcement for new skill or behavior.

17. III. Job Experiences
 Most employee development occurs through job experiences.
 Job experiences refers to relationships, problems, demands
tasks, or other features that employees face in their jobs.
 A major assumption of using job experiences for employee
development is that development is most likely to occur when
there is a mismatch between the employee’s skills and past
experiences; and the skills required for the job.
 To be successful, employees must stretch their skills that is, they
must be forced to learn new skills and knowledge in a new way,
and masters new experiences.
 Several ways job experience can be used for employee
development i.e. job enlargement, job rotation, transfer
promotion and downward moves and temporary assignments
with other organizations.

18. Enlarging the Current Job
 Job Enlargement refers to adding challenges or
new responsibilities to an employee’s current job.
 This could include special project assignments,
switching roles within a work team, or researching
new ways to serve clients and customers.
 Some companies are allowing their employees to
redesign their jobs.

19. How Job Experiences are used for Employee
Development.
Jon Rotation
( Lateral
Move)
Downward
Move
Enlargement of Current
Job Experiences
Transfer
(Lateral Move)
Promotion
Temporary
Assignments,
projects, and
volunteer
work

20. Job Rotation
 Job Rotation involves providing employees with series of
job assignments in various functional areas of the company
or movement among job in a single functional area or
department.
 Job rotation helps employees gain an overall knowledge of
the company’s goals, increases their understanding of
different company functions, develops a network of
contacts, and improves their problem-solving and decision-
making skills.
 It is also related to skill acquisition, salary growth, and
promotion rates.

21. Potential Problems With Job Rotation
1. Rotation may create a short-term perspectives on
problems and solutions in the employees being rotated
and their peers.
2. Employees’ satisfaction and motivation may be adversely
affected because they find it difficult to develop functional
specialties and because they don’t enough time in one
position to receive a challenging assignment.
3. Productivity losses and work load increases may be
experienced by both the department gaining a rotating
employee and the department losing the employee.

22. Transfer, Promotion and Downward Moves.
 Upward, lateral, and downward mobility is available for
development purposes in most companies.
 In a transfer, an employee is given a different job assignment in
the different area of the company. It is likely lateral move (move
to a job with similar responsibilities).
 Promotion are advancement into positions with greater
challenges, more responsibility, and more authority than in the
previous job. promotion usually include pay increase.
 A downward move occurs when an employee is given a reduced
level of responsibility and authority. This may involve a move to
another position at the same level but with less authority and
responsibility (lateral demotion), a temporary cross-functional
move, or a demotion because of poor performance.
 Externship allow employees to take full-time, temporary
operational roles at another company.

23. III. Interpersonal relationship
 Employees can develop skills and increase their knowledge
about the company and its customers by interacting with a
more experienced organizational member.
 There are two types of interpersonal relationships used to
develop employees.
 Mentoring
 Coaching
 Mentoring: A Mentor is an experienced, productive senior
employee who helps develop a less experienced employee.
 Mentoring relationship may develop both informally or as a
part of planned company effort to bring together successful
senior employees with less experienced employees.

24. Developing Successful Mentoring Programs.
 Most of mentoring relationship develop informally, one major
advantage of formalized mentoring programs is that they ensure
access to mentors for all employees, regardless of gender or race.
 Another advantage is that participants in the mentoring
relationship tend to know what is expected of them.
 One limitation of formal mentoring program is that mentor may
not be able to provide counseling and coaching in a relationship
that has been artificially created.
 A key to successful mentoring program is that the mentor and
employee actually interact with each other face to face or
virtually using video conferencing.
 Similarly mentor should be chosen based on interpersonal and
technical skills, they need to be trained.

25. Benefits & Purpose of mentoring Programs
 Mentor provides Career and Psychological support to employees.
 Career support includes coaching, protection, sponsorship and
providing challenging assignments etc.
 Psychological support includes serving as a friend and a role
model, providing positive regards and acceptance and providing
an outlet for the employee to talk anxiety and fears.
 Mentoring relationship provides opportunities for mentors to
develop interpersonal skills and increase the self esteem feeling of
employees.
 Purpose of mentoring program is to socialize new employees
and to increase the likelihood of skill transfer from training.
 This program also help women and minorities to enable them to
gain experiences and skills needed for managerial position.

26. Coaching Relationship
 A Coach is a peer or manager who works with employees to
motivate them, help them, develop skills, and provide
reinforcement and feedback.
 There are three roles that coach can play.
1. Coaching may be one by one with an employee, providing
feedback based in psychological tests, 360-degree assessment, or
interviews with bosses, peers, and subordinates.
2. By putting employees in touch with experts who can help them
with their concerns and by teaching them how to obtain feedback
from others.
3. Coach may provide the employee with resources such as a mentor,
courses, or job experiences that the employee may not otherwise
have access to.

27. The Development Planning Process
 The development planning process involves
1. identifying development needs,
2. choosing a development goal,
3. identifying the actions that need to be taken by the employee and the
company to achieve the goal,
4. determining how progress toward goal attainment will be measured,
5. investing time and energy to achieve the goal, and
6. establishing a time table for development.
7. Development approach is dependant on the needs and development
goal.
 To identify the needs, employees must consider what they want to do,
what they are interested in doing what they can do, and what other
expect of them.
 A development need can result from gaps between current capabilities
and the type of work or position that the employee wants in the future.

28. Role of Manager in Development Planning
 The role of manager in development planning is to provide
coaching, communicate information about the development
opportunities.
 Help eliminate barriers to development, and refer the
employee to other people (human resources) and resources
(assessment tools).
 Managers must also help employees set realistic
development goals.
 Establish checkpoints for evaluating progress towards
meeting those goals, and ensure the time requirement foe
completing the plan.

29. Company Strategy for Providing Development
 There are several company strategies for providing
development.
 One strategy is to provide development to top-level
executives, senior managers, and employees identified as
having high potential, while low-level is neglected.
 Another strategy is to require all employees to devote a
specific numbers of hours or spend a certain amount of
money on development. This approach tends to emphasize
formal courses as a only viable development method.
 The most effective development strategies involve
individualization, learn control, and ongoing support.