MBA HR : 3rd semester-Unit-5:

Design & Transfer of Training

Programme
Training & Development: Systems & Practices, Planning process,

Vimal Jyothi- Chemperi

Institute of Management & Research- Chemperi
Kannur Dt, Kerala-670632. www.vjim.ac.in; 91-4602213399
Jinuachan Vadakkemulajanal, Faculty -administrator;

Unit V: Employee
Development

Syllabus: unit -5
Employee Development
Career Management and Future of T
& D:
Approaches to Employee
Development, The Development
Planning Process, Companies
Strategies to Provide Development,

Employee Development
is the process of encouraging employees to
acquire new or advanced skills, knowledge,
and view points, by providing learning and
training facilities, and providing opportunities
where such new ideas can be applied.
Development is an ongoing, dynamic process
of gaining knowledge and improving skills that
will help an individual to establish a career
plan with the support of the organization

 Employee development is the development

of skills and abilities needed to serve
customers most effectively and to improve
work processes.
Training is a way to enhance the ability to
deliver service, to maintain a flexible and
continually educated workforce, to provide
employees opportunities for growth and
development, and improve overall
Performance.

Methods of Employee
development

Onthejob training or training within the unit

Reading and personal study
Practicing learned skills
Peer mentoring with career path
Serving on a crossfunctional team, serving
as a team facilitator
Attending classes, or pursuing a degree or
certifications.
MBTI - Myers-Briggs Type Indicator 16 types

 Career development, "Human Resource

Development", "Human Capital Development" and
"Learning and Development, T&D
It is the Motivational compensation for an employee
who may join a company as a junior in skills, with
the potential for gaining learning, skills, and salary
Career Development Action Plan: CDAP provides a
framework & road map for the personal and career
development needs and interests in the context of
departmental needs and current job

Career management
Career management is the combination of
structured planning and the active
management choice of one's own
professional career.
The outcome of successful career
management should include personal
fulfillment, work/life balance, goal
achievement and financial security.
Finally it leads to self actualization or
contribution to the societal development

 Career planning is a subset of

career management. It is done
through the process of repeatedassessing individual learning and
promoting development over a
period of time.

Organizational career planning

process
Projected Outcome

Career planning options

Transitions
Career Time
Direction

Organizational career planning

process
1. Direction
Assessing employee wants and organizational
needs
common goal setting
2. Career time
Relates to distance & speed of an employee

How far & how fast can employee move on career

path??
3. Transition

Relates to changes expected to a career goal

Analyzing transition factors
Setting goals and a timetable

Contd
4. Career planning options
Advancement.
Lateral
Change to Lower Grade
Mobility.
Job Enrichment
Exploratory Research
5. Projected Outcome

Calculate the risks attached

How well will it pay off?

Employee Career Development

Life time loyalty: single
job/organization
Initial job and then business/
entrepreneur
Loyalty to career: 8-10 employers
model
Lateral careers: Moonlighting, protean
career,

 Learning Organization & Development

-A learning organization is a firm that
recognizes the critical importance of
continuous performance-related
training and development and takes
appropriate action.
- It provides a system wide learning in
which employees expand their learning
through experience.

Approaches to Employee
Development
1. Formal education programs include:
off-site and on-site programs designed
specifically for the companys employees.
short courses offered by consultants or
universities, executive MBA programs, and
university programs.

2.Tuition reimbursement - the practice of

reimbursing employees costs for college,
university courses, certification, add on
degree programs etc.
Ref: Employee Training and Development, Chapter 9 Employee Development; Copyright 2010 by the McGraw-Hill
Companies, Inc. All rights reserved.

Approaches to Employee
Development
3. Assessment
Collecting information and providing
feedback to employees about their behavior,
communication style, values, or skills.
Used most frequently to identify employees
with managerial potential, and measure
current managers strengths and
weaknesses.
Companies different methods and sources for
developmental assessment.

Approaches to Employee
Development
4. Myers-Briggs Type Indicator
(MBTI)
Most popular psychological test for
employee development.
Identifies individuals preferences for
energy, information gathering, decision
making, and lifestyle.
It is a valuable tool for understanding
communication styles and the ways
people prefer to interact with others.

Personality Types Used in the Myers-Briggs

Type

Table 9.4 - Personality Types Used in the

Myers-Briggs Type Indicator Assessment

Approaches to Employee
Development
5 Assessment center - multiple raters
or evaluators evaluate employees
performance on a number of exercises.
It is used to identify:
if employees have the abilities, personality, and
behaviors for management jobs.
if employees have the necessary skills to work
in teams.

Exercises: leaderless group discussions,

interviews, in-baskets, and role plays.

Table 9.5 - Examples of Skills Measured

by Assessment Center Exercises

Approaches to Employee
Development
6. Benchmarks It helps 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.
It incorporates the expectation of the
Industry

Bench marking

Approaches to Employee
Development
7. Performance appraisal
- process of measuring employees
Performance.
Different approaches for measuring
performance:

MBO, MBE, Flexy models

Ranking employees.
Rating their work behaviors.
Critical incidents

Approaches to Employee
Development
8.Upward feedback - involves
collecting subordinates evaluations
of managers behaviors or skills.
Employees gives specific information
about their performance problems and
ways they can improve their
performance.
DSS utilizes this for improving the
performance of the systems & feedback.

9) 360-Degree Feedback
System

 Factors necessary for a 360-degree

feedback system to be effective:
The system must provide consistent or
reliable ratings.
Feedback must be job-related (valid).
The system must be easy to use,
understandable, and relevant.
The system must lead to managerial
development.

Approaches to Employee
Development
10 Job Experiences - relationships,
problems, demands, tasks, or other
features that employees face in their
jobs.
A major assumption is that development
is most likely to occur when there is a
mismatch between the employees skills
and past experiences and the skills
required for the job.

Job Experiences Used for Employee

Development

 Job enlargement - adding

challenges or new responsibilities to
an employees current job.
Job rotation - providing employees
with a series of job assignments in
various functional areas of the
company or movement among jobs in
a single functional area or
department.

 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 than
in the previous job.
Downward move - occurs when an
employee is given a reduced level of
responsibility and authority.

Approaches to Employee
Development
11. Externships - employees take
full-time, temporary operational roles
at another company.
Employee exchange is one example
of temporary assignments in which
two companies agree to exchange
employees.

Approaches to Employee
Development
Volunteer assignments offer employees
opportunities to manage change, to
teach, to take on a higher level of
responsibility, or to be exposed to other
job demands.
Interpersonal relationships
Mentor - experienced, productive senior
employee who helps develop a less
experienced employee (the protg).
Mentors provide career support and
psychosocial support to the protg.

 Interpersonal relationships
Purposes of Mentoring Programs
To socialize new employees and to increase the
likelihood of skill transfer from training to the work
setting.
To enable women and minorities to gain the
experience and skills needed for managerial
positions.
To develop managers for top-level management
positions or to help them acquire specific skills.

Group mentoring programs - successful

senior employee is paired with four to six less
experienced protgs.

 Interpersonal relationships
Coach - a peer or manager who works
with employees to motivate them, help
them develop skills, and provide
reinforcement and feedback.
The best coaches are empathetic,
supportive, practical, and self-confident but
do not appear to know all the answers or
want to tell others what to do.

The Development Planning

Process

The high performing organizations invest in continually

identifying, developing and improving skills, knowledge
and behaviours of the employees to achieve the
individual and organizational development goals.

It 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.
6. establishing a timeframe for development.

Personal Development Plan:

PDP
An emerging trend in development is that the
employee must initiate the development planning
process

A Personal/Professional Development Plan refers

specifically to the person's aspirations regarding
personal development. A plan that allows one to
set own goals and a method of achieving them.
Here the individual take ownership and feel
responsible for their own development and it gives
them an opportunity to feedback on the methodology
utilized by the organization to train them

Strategies to Provide
Development
1) Management Development methods
2) Planned progression, coaching
3) Job rotation:
4) Assistant to .
5) Role paying
6) Temporary promotions/deputations
7) Committee/ member
8) Conferences, workshops, symposiums
9) Management programms(academic)
10)Sensitivity training, t groups
11)Grid: concern for people-production
12)Succession planning

8 training approaches
1.
2.
3.
4.
5.
6.
7.
8.

Module-3

Sitting by Nellie/ learn by exposure

Educational/cognitive Approach
Problem centered Approach
Action learning Approach
Systems Approach
Analytical Approach
Competences Approach
Training process/procedure Approach

Group presentation
I. Types of MDPs, EDPs/Seminars and
Conferences, Symposia.
II. Career Management: Traditional Career
vs. Protean Career, Models of Career
Development
III. Challenges in Career Management:
Onboarding, Dual Career Paths, Plateauing,
and Managing Career Breaks
IV. Future Aspects of T& D. Challenges and
trends