Group Project

Training Workshop
BUHRM2601 Human Resource Development
Topic : Employee Development
Group Members:

 Oke Elijah Oladipupo (30109130)

 Benjamin Johnson (30109266)
 Najim Khalifa Al Battashi (30091789)
 Rithanya Lakshmanan (30109108)
 Siti Rizky Mardhani (30109011)
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Objectives:
 To define the definition of employee development.
 To describe approaches to employee development.
 To discuss current trends in using formal education for
development.
 To explain how job experience can be used for employee
development.
 To discuss the steps in the development planning process.
 To explain the company strategies for providing
development.

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 What is development?

Development refers to formal

education, job experiences,
relationships, and assessments of
personality and abilities that help
employees perform effectively in their
current or future job and company.

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 Definition of Employee Development

 Employee development is concerned with preparing

employees so that they can move with the organization as it
develops changes and grows
 The approaches to employee development is meant to help
employees perform effectively in their current or future job
and company
 Successful employee development requires a balance between
an individual’s career needs and goals
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 Development and Careers

 For an organization to succeed, it needs to focus on the

skills and knowledge's of valued people who can give the
organization competitive and sustainable competitive
advantages.
 Employee development is defined to improve
skills, knowledge, and talents of people to make changes.
 For example, URS Corporation committed to a culture of
employee development and provides unique
opportunities, resources, and support their employees.
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Approaches to Employee Development

Formal
 Assessment Center
Education
 Benchmarks
 Performance Appraisal
Assessment and 360-Degree
Systems
 Myer-Briggs Test
Job Experiences

Interpersonal
Relationships

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 Formal Education

 Formal education programs include:

 Off-site and on-site programs designed specifically for

the company’s employees

 Short courses offered by consultants or universities

 Executive MBA programs

 Many countries such as US, UK, Australia, Canada

have been sending some of their employees to Malaysia

to do MBA under the companies’ sponsorship.
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 Assessment

Assessment involves
collecting information and
providing feedback to
employees about their
behavior, communication
style, or skills

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Assessment (continued)
 Used most frequently to:

 identify employees with managerial potential

 measure current managers’ strengths and weaknesses

 identify managers with potential to move into higher-

level executive positions

 Personality assessment tests used at many of the nation’s

largest companies in UK, including Albertson’s grocery

chain and retailers such as Neiman Marcus and Target
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 Assessment Center
 Multiple raters or evaluators evaluate employees’ performance
on a number of exercises
 It is used to identify if employees have abilities, personality,
and behaviors for management positions
 Types of exercises include leaderless group discussion,
interviews, in-baskets, and role plays
 AT&T as an American multinational telecommunications
created a building for recruitment called The Assessment
Center
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 Benchmarks

 Instrument designed to measure important factors in being

a successful manager

 Items that are measured include dealing with

subordinates, acquiring resources, and creating a productive
work climate

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Performance Appraisal and 360-Degree
Feedback Systems
 Used for measuring rating employees, rating their
behaviors, rating the extent

 Manager must be trained in providing performance feedback

 Jelly Belly Candy Company in California uses accurate

performance appraisals for evaluation and development of
their employees.

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360-Degree Feedback Systems

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Activities involved in development planning
using the 360-degree feedback process

• Understand strengths and weaknesses

 Review ratings for strengths and weaknesses
 Identify skills or behaviors where self and others’
ratings agree and disagree
• Identify a development goal
 Choose a skill or behavior to develop
 Set a clear, specific goal with a specified outcome

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(Cont.)

• Identify a process for recognizing goal accomplishment

• Identify strategies for reaching the development goal

 Establish strategies such as reading, job experiences,
courses, and relationships
 Establish strategies for receiving feedback on progress
 Establish strategies for receiving reinforcement for new
skills or behaviour

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 Myers-Briggs Type Indicator

 Most popular psychological test for employee development

 It is valuable tool for understanding communication styles

and the ways people prefer to interact with others such as
teamwork, motivation, and leadership

 Hallmarks Cards is using Myers-Briggs Personality Type by

creating program called Steppingstones which is designed to
open lines of communication within the organization

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Job Experiences

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 Definition of Job Experiences

 Job experiences –
relationships, problems, demands, tasks, or other features
that employees face in their jobs.

 Most employee development occurs through job

experiences.

 McDonalds uses job experience to strengthen employees’

management competencies
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 Job enlargement – adding challenges or new responsibilities to an
employee’s current job

 For example, small companies may not have as many opportunities

for promotions, so they motivate their employee with job
enlargement

 Job rotation - providing employees with a series of job assignment

in various functional areas of the company or movement among jobs
in a single functional area or department.

 For example, customer service employee switch to product delivery

in Steelcase Company

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 Transfer – an employee is given a different job assignment in
a different area of the company
 Promotions- advancements into positions with greater
challenges, more responsibility, and more authority that in the
previous job
 St. Edward’s University consider regular employees for
promotion or transfer within the university
 Downward moves – occurs when an employee is given a
reduced level of responsibility and authority

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 Temporary Assignments, Projects, and
Volunteer work
 Employee exchange is one example of temporary assignment

 Weber Sandwick provides employees with the opportunity to

apply for participant in Global Exchange Program

 A job exchange program works much like a foreign student

exchange program

 Volunteer assignment may offer employees opportunities to

manage the change of company

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 Interpersonal Relationships

 Mentoring is the pairing of an experienced or skilled of

senior employee to develop and improve a less experienced
employee
 Mentor provide career support and psychosocial support to
the employee
 Shell Exploration uses mentoring to develop local
indigenous talent for their engineering and management
activities
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 Coaching relationships

 Coaching is about developing a person’s skills and knowledge

as manager helps the employees to motivate and give feedback

 Coaching is thought as what managers do to get the best out of

their people

 At NASA, project managers can be excellent sources of

coaching, as can team members and other colleagues

 Johnson Cornell University provides the Marketing Executive

One-on-One Coaching Program
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The six steps of development planning
process
 Identifying a development needs.

 Choosing a development goal.

 Identifying the actions that need to be taken by the employee and

the organization to achieve the goal.

 Determining how progress toward goal attainment will be measure.

 Investing time and energy to achieve the goal

 Establishing a timetable for development

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 Responsibilities in the Development Planning
Process: (1 of 2)
Development Employee Responsibility Company Responsibility
Planning Process
Opportunity How do I need to Assessment information to
improve? identify strengths, weaknesses,
interests, and values
Motivation Am I willing to invest the Company assists in identifying
time and energy to personal and company reasons for
develop? change.
Manager discusses steps for
dealing with barriers and
challenges to development.
Goal Identification How do I want to Company provides development
develop? planning guide.
Manager has developmental
discussion with employee.
 Responsibilities in the Development Planning
Process: (2 of 2)

Development Employee Responsibility Company Responsibility

Planning Process
Criteria How will I know I am Manager provides feedback on
making progress? criteria

Actions What will I do to reach Company provides assessment,

my development goal? courses, job experiences, and
relationships

Accountability What is my timetable? Managers follows up on progress

How can I ask others for toward developmental goal and
feedback on progress helps employees set a realistic
toward my goal? timetable for goal achievement
Assessment design implementation evaluation
 Identifying a Development Needs
Development Needs Performance Strengths
 Skill and knowledge  Significant contributions or
requirements for promotion growth areas.
or salary advancement.
 New skills acquired and job-
 A change in performance related advances.
expectations driven by
changing business  Individual or teams goals
objectives. attained beyond the expected
 Goal attainment levels below level.
expectations.  Exceptional performance on
 Technical/functional skills or technical, functional skills or
behavior competencies that behavioral competences.
are not met at full
expectation.
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Company Strategies for Providing
Development:

Individualization

Learner Control

Ongoing Support

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 Company Strategies for Providing
Development
 The most effective development strategies involves
individualization, learner control, and ongoing support

 In this type of strategy where development efforts are directed

to individual weaknesses, personality and interest inventories
as well as 360-degree feedback are used to obtain information
about employees’ interests, values, strength and weaknesses

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Providing Development Only for Top-Level
Executives, Senior Managers, and Employees
Identified as having High Potential
 The company provide development for only the to top-level
executive and senior managers. The lower-level managers are
completely neglected. The total neglect of the lower-level
manager does not make this type of company strategy to
provide development may lose its full benefits to the company

 This is because the lower-level managers play a critical role in

motivating and retaining employees

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Requiring all employees to devote a specific number
of hours or spend a certain amount of money on
development
 Even though this type of strategy requires employees to partake
in development, it is more focused on formal courses for
development

 In some of the companies, employees are made to shoulder

certain percentage of the total cost of their development while
the company bears remaining percentage of the cost

 Employees in African normally take this opportunity to go

outside to have their masters and other programs
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 For example, Nestlé's company provides development for
their employees

 The company helps employees better understand how to

develop themselves

 Nestlé's views development as a shared responsibility

between employees and the company.

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 Joint Venture
 Two or more firms create a legally independent
company by sharing some of their resources
Example, petroleum National Bhd (PETRONAS) and
Shell Malaysia have signed a heads of agreement for two
30-year production-sharing contracts (PSCs) for enhanced
oil recovery (EOR) projects offshore Sarawak and Sabah.

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 E-learning and Employee Development
 E-learning

 The use of the Internet and related technologies for the

development, distribution and enhancement of learning resources

 E-learning is Internet-enabled learning

 Creating an Expertly Designed Online Education Program is one of

the most cost effective and efficient things

 Every dollar spent is the best investment in supporting the

organizations or businesses

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 E-learning Minimizes Travel Cost

Studies have shown that e-learning can cut the travel and
entertainment cost associated with training by at least 50%

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 E-learning Minimizes Time Away From
Work

Computer-based training yielded time savings of 35-45%

over traditional classroom instruction

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E-learning Processes and Systems

 Focus of the issue on how people communicate and learn in a

electronics environment
 Email

 Message Books

 E-Boards

 Application Sharing’s

 Real Time Test and Evaluation

 Video and Audio Streaming

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E-learning Technologies

 The three main area of technology activities at present are:

 Content creation and management

 Learning management

 Learning activity

 Virtual learning environments is also used to promote systems

that have characteristics of all three

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Video: Nestlé Waters in North
America – Warehouse

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