Chapter 8

DEVELOPING EMPLOYEES
FOR FUTURE SUCCESS

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 What Do I Need to Know? 1

L O 8-1 Discuss how development is related to training and

careers.
L O 8-2 Identify the methods organizations use for employee
development.
L O 8-3 Describe how organizations use assessment of
personality type, work behaviors, and job performance
to plan employee development.
L O 8-4 Explain how job experiences can be used for
developing skills.

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 What Do I Need to Know? 2

L O 8-5 Summarize principles of successful mentoring

programs.
L O 8-6 Tell how managers and peers develop employees
through coaching.
L O 8-7 Identify the steps in the process of career
management.
L O 8-8 Discuss how organizations are meeting the challenges
of the “glass ceiling,” succession planning, and
dysfunctional managers.

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 Introduction

Employee Development
• Combination of formal education, job experience,
relationships, and assessment of personality and abilities
to help employees prepare for future careers
• Preparing for change in new jobs and responsibilities

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 Table 8.1 Training versus Development
Category Training Development
Focus Current Future
Use of work Low High
experiences
Goal Preparation for Preparation for changes
current job
Participation Required Voluntary

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 Training, Development, and Career
Management
Development for Careers
• Protean career: career that frequently changes based on
changes in person’s interests, abilities, and values in the
work environment
• Continually developing skills important to be marketable

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 Figure 8.1 Four Approaches to Employee Development

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 Approaches to Employee Development 1

Formal Education
• Includes workshops, short courses, lectures, simulation,
business games, experiential programs, and meetings
• Many companies have training and development centers
• Can occur off-site or through the Internet

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 Approaches to Employee Development 2

Assessment
• Collecting information and providing feedback to
employees about behavior, communication, or skills
• Comes from employees, peers, managers, or customers
• Methods of assessment vary
• Psychological profiles
• Assessment centers
• Performance appraisals

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 The DiSC assessment tool is an inventory of
POLLING QUESTION
behavioral styles. Based on the descriptions
below, indicate which dimension you think you
would score highest in.
A. Dominance: emphasizes results and displays confidence. This
person takes on challenges, sees the big picture, and can be
blunt and to the point.
B. Influence: emphasizes relationships and persuasion. This
person likes to collaborate, dislikes being ignored, and displays
optimism and enthusiasm.
C. Steadiness: emphasizes cooperation, sincerity, and
dependability. This person behaves calmly and with humility,
dislikes rushing, and is supportive of others.
D. Conscientiousness: emphasizes quality and accuracy, displaying
competency. This person worries about mistakes and wants to
get the details. He or she favors objective thinking and enjoys
working independently.
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 Approaches to Employee Development 3

Job Experiences
• Combination of relationships, problems, demands, tasks,
and other features of an employee’s job
• Most employee development occurs here
• Key job experience events:
• Job assignments
• Interpersonal relationships
• Types of transitions

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 Approaches to Employee Development 4
Job Assignments
• Job enlargement
• Job rotation

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• Transfer
• Promotion
• Downward move
• Externship
• Sabbatical Working outside one’s home country is the
most important job experience that can
develop an employee for a career in the
global economy.
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 Figure 8.2 How Job Experiences Are Used
for Employee Development

Jump to long description in appendix.

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 Approaches to Employee Development 5

Interpersonal Relationships
• Employees can develop skills and increase their knowledge
by interacting with experienced members of organization
• Mentor: experienced, productive senior employee who
helps develop less experienced employee
• Coach: peer or manager who motivates employee, helps
them develop skills, and provides reinforcement/feedback

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 Gerome starts out at a new company as a sales
POLLING QUESTION
person. After a few years, he becomes known
as a reliable and hard-working employee. His
boss asks Gerome to be a mentor to new sales
representatives. What type of employee
development is Gerome experiencing?
A. Formal education
B. Job enlargement
C. Job rotation
D. Transfer

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 Systems for Career Development 1

Career Management System

1. Data gathering
2. Feedback
3. Goal setting
4. Action planning and follow-up

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 Figure 8.3 Steps in the Career Management Process

Jump to long description in appendix.

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 Systems for Career Development 2

Data Gathering Feedback

Self-assessment Employers give information to
• Use of information by employees about:
employees to determine career • Their skills and knowledge
interests, values, aptitudes, and
behavioral tendencies • Where these assets fit into
organization’s plans
• Variety of psychological tests
and tools to use in self-
assessment

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 Systems for Career Development 3

Goal-Setting Action Planning & Follow-Up

Career objectives determined: Final step
• Desired positions • Employees prepare action plan to
achieve career goals
• Level of skill to apply
• Plans may involve combination of
• Work setting
development methods
• Skill acquisition
• Outcome takes form of career-
development plan

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 Development-Related Challenges 1

The Glass Ceiling

• Invisible barrier that keeps most women and minorities
from attaining top jobs
• Caused by lack of access to:
• Training programs, developmental job experiences, and
developmental relationships
• Developmental systems help break the glass ceiling

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 Development-Related Challenges 2

Succession Planning
• Identifying and tracking high-potential employees who can
fill key positions when they become vacant
• Senior management regularly reviews leadership talent
• Ensures critical talent is available
• Provides development experience that managers must complete
• Helps attract and retain managerial employees

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 Figure 8.6 Process for Developing a Succession Plan

Jump to long description in appendix.

Sources: Based on B. Dowell, “Succession Planning,” in Implementing Organizational Interventions, ed. J. Hedge and E. Pulakos (San Francisco:
Jossey- Bass, 2002), pp. 78–109; R. Barnett and S. Davis, “Creating Greater Success in Succession Planning,” Advances in Developing Human
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Resources 10 (2008), pp. 721–39.
 Development-Related Challenges 3

Dysfunctional Managers
• May otherwise be competent but engage in behaviors that
make them ineffective or event “toxic”
• 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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Appendix of Image Long
Descriptions
 Appendix to Figure 8.2 How Job Experiences Are Used
for Employee Development
Enlargement of the current job can lead to:
• Promotion
• Job rotation
• Downward move
• Transfer
• Temporary assignment to another organization

Return to original slide

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 Appendix to Figure 8.3 Steps in the Career
Management Process
Step 1: Data Gathering
Criteria for success: focus on competences need for career success. Include a variety of
measures.
Step 2: Feedback
Criteria for success: maintain confidentiality. Focus on specific success factors,
strengths, and improvement areas.
Step 3: Goal Setting
Criteria for success: involve management and coaches or mentors. Specify
competencies and knowledge to be developed. Specify developmental methods.
Step 4: Action Planning and Follow-Up
Criteria for success: involve management and coaches or mentors. Measure success
and adjust plans as needed. Verify that pace of development is realistic.

Return to original slide

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 Appendix to Figure 8.6 Process for
Developing a Succession Plan
1. Identify positions to plan for
2. Identify employees to include
3. Define job requirements
4. Measure employee potential
5. Review and plan to meet development needs
6. Link succession planning with other human resource systems
7. Provide feedback to employees
8. Measure the plan’s effectiveness

Return to original slide

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