Title of Chapter - Metropolitan Community College
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Transcript Title of Chapter - Metropolitan Community College
Developing Employees
7
OH 7-1
7-1
Human Resources Management and Supervision
Develop Employees
OH 7-2
Why Employee Development?
Employees require all skills needed for the job
A skill gap is the difference between the skills an
employee presently has and the skills that are
needed.
There are several ways that managers can learn
about skill gaps
OH 7-3
Personal observation.
Reports by supervisors.
Reports or complaints by other workers, customers, or
vendors.
Routine performance evaluations.
Why Employee Development?
Advanced skills can increase productivity.
Employees need different knowledge and skills.
Changes in equipment or procedures may be made.
New governmental regulations may be mandated.
Employees desire different jobs.
OH 7-4
Employee Development Programs
These can be formal or informal programs.
They can and should involve all employees.
The responsibility for employee development
rests with the operation, the supervisor, and the
employee; however, the employee carries most
of the responsibility for his or her development.
OH 7-5
Employee Development Process
Identify developmental goals.
Determine how to make improvements.
Evaluate the results.
Exhibit 7b on page 153 shows the steps of the employee
development process
OH 7-6
Employee Development Planning Meeting
What—meeting to plan employee development
goals and how they will be achieved
When—in conjunction with, but separate from,
an employee’s performance review
How—a planned series of steps
OH 7-7
Development Planning Meeting Process
OH 7-8
Identify time
frame.
Discuss learning
styles.
Discuss
developmental
needs.
Select
developmental
methods.
Create list of
developmental
goals.
Set review/
completion date.
Preparing and Starting Employee
Development Planning Meetings
Meet in a quiet and private place.
Have a clear agenda, collect data about the
employee’s developmental needs, and use an
outline.
State that you want to help the employee to
improve.
Consider a time frame for development.
Listen to the employee’s needs and concerns.
OH 7-9
An Employee Development
Planning Meeting
Being prepared for
and sincerely
interested in helping
the employee to
improve will help to
assure a successful
meeting.
Refer to page 155 of
the text
OH 7-10
Discussion Topics in
Goal-Setting Session
Current work assignments and required
knowledge and skills
Current skills and knowledge of the employee
Corrective actions, if any, that are needed
Employee’s career plans, and the skills and
knowledge required to meet his/her goals
OH 7-11
Types of Developmental Goals
To attain a skill or knowledge
To improve a skill or attitude
Skills – Intellectual or physical actions that help
accomplish a goal.
Knowledge – Information stored in a person’s mind,
such as facts, concepts, rules and procedures
Attitudes – Feelings about facts or situations that
influence behaviors, such as liking to help people or
disliking being interrupted
OH 7-12
Setting Employee Development Goals
Each employee’s goals will likely be unique, but
they should support the operation’s overall
goals.
Managers can help staff establish personal and
professional goals and to align them correctly.
Goals can be agreed upon formally (in writing)
or informally (verbal statement/agreement)
OH 7-13
Determining Opportunities for Development
Within the operation, including general and
cross-training
Opportunities within the community
Formal education programs
Trade/professional association resources
Community library materials
Internet resources
OH 7-14
Establishing and Implementing
the Development Plan
The supervisor-employer agreement must
address
The plan’s time frame and goals
Method(s) for development
How the method(s) will be monitored and measured
The supervisor and employee should meet as
agreed to discuss progress and provide
feedback.
OH 7-15
Employee Development Method—
Cross-Training
Step 1 – Prepare a list of important skills in each
job.
Step 2 – Identify the employees to be crosstrained.
Step 3 – Implement cross-training opportunities.
OH 7-16
Employee Development Method—
Cross-Training
1. A training plan, job analysis, and/or job descriptions can
help to establish the foundation for a cross-training plan.
2. Remember that equal opportunity guidelines apply when
moving an employee into an different position and/or
cross-training him/her to do so.
3. An individual cross-training plan should be based upon
an employee’s previous training.
4. Recognize that productivity may be lower during cross-
training, and that the trainer must be taught how to train
the employee.
.
OH 7-17
Employee Development Method—
Coaching
Managers who coach, commit to helping their
employees improve
Observe work behavior.
Analyze work behavior.
Describe behavior and consequences.
Listen to employee’s side.
Give feedback.
Develop alternative corrections.
Select correction to utilize.
Set completion/review date.
OH 7-18
The Coaching Process
Addresses performance behaviors rather than
personal traits
Is needed for all hourly employees— not just
those aspiring to supervisory positions
Provides feedback, makes suggestions for
changes, and helps the employee to improve
OH 7-19
Other Employee Development Methods
Apprenticeship
Informal learning
Job rotation
Mentoring
On-the-job training
(OJT)
OH 7-20
External
training/education
Self-study
Special projects
Temporary
assignments
Employee Development Programs
Can Be Ineffective
Managers must confront the challenge of determining
whether retraining will successfully address a specific
problem.
Seldom does a single event or developmental program
move an employee all the way to the final goal. More
typically, several feedback and planning sessions must
be conducted during multiple improvement periods.
It is difficult to modify attitudes.
Training may not overcome physical capabilities and
aptitudes.
Some people cannot learn certain things.
OH 7-21
Key Term Review
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•
Attitudes —feelings about facts or
situations that influence behaviors
•
Coaching —process of helping employees
grow by providing advice and feedback on
an individual basis
•
Cross-training —employee development
method through which employees learn a
job related to their own
Key Term Review
OH 7-23
•
Developmental goals —goals that describe the
skills, knowledge, and attitudes that must be
gained or improved to eliminate or reduce a
performance gap
•
Employee development goals —same as
development goals
•
Employee development process —process to
develop employees that involves identifying
developmental goals, determining how to make
improvements, and evaluating the results
Key Term Review continued
OH 7-24
•
Employment development program —
organized series of actions intended to
reduce a gap in an employee’s skills,
knowledge, or attitudes
•
Employee goals —goals that focus on an
employee’s personal issues beyond job
performance
•
Employee performance goals —goals
that focus on the tasks that an employee
must be able to perform as part of the job
Key Term Review continued
OH 7-25
•
Knowledge —information stored in a
person’s mind such as facts, concepts,
rules, and procedures
•
Skill gap —gap between the skills an
employee presently has and the skills that
are needed
•
Skills —intellectual or physical actions
that help accomplish a goal