BS3916 Thinking about Management

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BS3916 Thinking about Management

• 8 Employee Development

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BS3916 Thinking about Management 8 Employee
Development

• Employee development i.e. spending on the
  training needs of employees so as to bring
  benefits both to the organisation and to the
  employees is still typically seen as a cost
• (e.g. there may be a staff development budget
  which is cash limited)
• Therefore development is not seen as the
  investment that it is

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BS3916 Thinking about Management 8 Employee
Development

• A definition of employee development might be
• part of HRM that involves the planning and
  management of peoples learning including ways
  to help them manage their own with the aim of
  making learning processes more effective,
  increasingly efficient, properly directed and
  therefore usefulReid and Barrington(1999)
  Training Interventions Managing Employee
  Development, London, IPD

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BS3916 Thinking about Management 8 Employee
Development

• Talking point
• ? You are manager of a group of 5-6 recent
  Graduates in a market research agency. You
  have a training budget of 3,000 each
  year. One of the bright young graduates
  asks for help with tuition fees for a MBA
  that would cost approximately 2,500 per
  year for each of two years. How do you
  resolve the problem ?

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BS3916 Thinking about Management 8 Employee
Development

• Learning Styles
• Kolb (1974) argues that four stages influence
  learning
• experience
• observation and reflection
• theorising and conceptualisation
• testing and experimentation

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BS3916 Thinking about Management 8 Employee
Development

• Honey and Munford (1986) defined four major
  categories of learning styles
• activist
• reflector
• theorist
• pragmatist
• Which correspond to the four stages of
  concrete experience observation and
  reflection, formation of abstract concepts
• testing implications of concepts in new
  situations

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BS3916 Thinking about Management 8 Employee
Development

• What features are detrimental to the development
  of workers in a workforce ?
• Belief that employees can add nothing to decision
  making
• Belief that in order to change an individuals
  performance they have to be topped up with new
  skills/knowledge like an empty bottle
• Expectation that mangers are only responsible for
  tangible issues such as achieving volume/quality
• Partnership only thought to apply to a customer
  and its supplier, not the rest of the
  organisation

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BS3916 Thinking about Management 8 Employee
Development

• Themes for effective career self-management
• Focus on life rather than occupation
• Career as a her-and-now issue (a major
  task is coping with change and re-
  interpreting past experiences to be relevant)
• Emphasis upon choice as well as planning
• (how much freedom does have an individual
  have to align personal/departmental goals)
• 4. Emphasis on learning process rather than
  outcomes (Learning how to learn)

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BS3916 Thinking about Management 8 Employee
Development

• Appraisal
• view helps to reward and motivate
  individuals
• aligns organisational and
  individual goals
• view seen as an annual ritual
  In the case of Performance Related
  Pay may be counterproductive
• Introduces hierarchies into
  teams

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BS3916 Thinking about Management 8 Employee
Development

• SMART system of objectives agreed between manager
  and employee
• Specific ( or Stretching) objectives
• Measurable
• Agreed/Achievable
• Realistic
• Time-bounded

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BS3916 Thinking about Management 8 Employee
Development

• Key features of appraisal
• Emphasis upon performance improvement
• Forward looking and not backward looking
• Adequate preparation on both sides

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BS3916 Thinking about Management 8 Employee
Development

• The Interview
• Appraisee does most of the talking, so that it
  becomes self-appraisal
• Keep the whole year under review
• No surprises to be launched
• Sensitivity to others concerns
• Test understanding
•  

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BS3916 Thinking about Management 8 Employee
Development

• 360-degree feedback 
• Another approach to performance review is
  designed to give a complete multi-rater
  assessment from
• managers
• those in the team
• Colleagues
• project workers etc.