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THE RELATIONSHIP

among DEVELOPMENT,TRAINING and CAREERS

Process of Succesion Planning

Onboarding:

DEVELOPMENT AND TRAINING

Development:

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

1. Identify available positions.

Comparison

Process of helping new hires adjust to social & performance aspects of their new jobs.

2. Identify possible employee.

3. Develop standards to evaluate positions.

STEPS:

4. Develop employee potential.

1. Compliance

5 .Develop successful planning review

2. Clarification

6. Link with other HR systems

3. Culture

7. Determine feedback to employee

4. Connection

THE RELATIONSHIP

among DEVELOPMENT,TRAINING and CAREERS

8. Measure the effectiveness of plan.

Succession planning.

  • Process of identify, evaluate, develop and track potential employee that are CAPABLE.

Advantages:

DEVELOPMENT AND CAREER

Protean career:

Based on the self-direction, with the goal of psychological success in one's work.

Psychological success:

Feeling of pride and accomplishment that comes from achieving life goals that are not limited to achievements at work.

CAPABLE = Moving into higher-level

of managerial positions

For example:

  • Making a succession list public – new career opportunities.

GM of strategic business unit,

CEO, director of marketing.

Characteristics of Effective Onboarding Programs

  • Employee can communicate their intentions.

Disadvantages:

Questions

Technical and

social aspects

Design Factors of Effective Development Systems

  • Employee may become discouraged and leave the company
  • Employee might think that bias may occur – if candidates list has been established.

Avoid embrassing

Follow up of employee

Relocation

assistance

CHAPTER 9:

EMPLOYEE DEVELOPMENT AND CAREER MANAGEMENT

Interpersonal Relationships

DEVELOPMENT PLANNING SYSTEMS

System to retain and motivate employees by identifying and helping to meet their development needs

  • Mentoring
  • Coaching

Benefits of Mentoring Relationships

Steps and responsibilities

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For protégés:

  • Career support
  • Psychosocial support
  • Higher rates of promotion
  • Higher salaries
  • Greater organizational influence

For mentors:

  • Provide opportunities to develop interpersonal skills
  • Increase feelings of self-esteem and worth to the organization

Mentoring can occur between mentors and protégés from different organizations

  • Can allow small business owners access to experienced mentors they might not otherwise meet

Coaching

Coach: A peer or manager who works with employees to:

  • Motivate them
  • Help them develop skills
  • Provide reinforcement and feedback

The best coaches are empathetic, supportive, practical, self-confident

  • Do not appear to know all the answers or want to tell others what to do

DEVELOPMENT PLAN

Four areas in Development Plan

Job Experiences

  • Transfer
  • Promotions
  • Downward move
  • Externships
  • Temporary assignments
  • Professional goals and motivation
  • Talents or strengths
  • Development opportunities
  • Development objectives and action steps

Matching Job Experiences to Employees Development Needs

Approaches to Employee Development

ASSESSMENT CENTRE

FORMAL EDUCATION:

  • Leaderless group discussions
  • Interviews
  • In-baskets
  • Role plays

Include:

  • Off-site and on-site programs designed specifically for the company’s employees
  • Short courses offered by consultants or universities
  • Executive MBA programs
  • University programs
  • Tuition reimbursement - Practice of reimbursing employees’ costs for college and university courses and degree programs

  • Formal education
  • Assessment
  • Job experiences
  • Interpersonal relationships

Performance Appraisals and 360-Degree Feedback Systems

Activities in Using​360-Degree Feedback for Development

  • Performance appraisal
  • Upward feedback
  • 360-degree feedback process: Employees’ behaviors or skills are evaluated not only by subordinates but by peers, customers, their bosses, and themselves
  • A special case of upward feedback

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