Module 5--Development Flashcards
What is Development?
Encompasses the rewards and opportunities that employers offer their workers to
advance their skills, competencies, responsibilities and contributions — in both their short- and long-term careers..
What are the responsibilities of the Employer and the Employee in Development?
■ Employer
– The employer must anticipate future workforce needs and provide training and learning opportunities to prepare employees for these roles.
– Employers who develop employees and promote from within earn a reputation for career advancement, which serves as both an attractor and retainer of talent.
■ Employee:
- Employees should proactively take ownership of development of their careers.
- They should find out what skills and competencies are needed for advancement and actively seek out opportunities to gain them.
What are the Employer Needs in Development
■ Employees to meet organization’s strategy
■ Identify the skills, expertise and competencies required
■ Establish how many employees with these skills are needed
■ Establish when these employees are needed
What are Employee Needs?
■ Career advancement
■ Important in attraction and retention
■ High potential / performing employees especially sensitive
What should Development Opportunities be
Opportunities should be:
■ Clearly defined – What will the experience include? How will success be measured?
■ Able to fit into time and resource commitments – Should the activity be done during working hours? If done outside of working hours, will the employee be paid to participate in the
activity? Will the business pay the costs for development? Will the costs be paid directly or will the employee need to apply for reimbursement?
■ Interesting – Is the experience one that the employee finds interesting and will feel is worthwhile?
■ Compatible with day-to-day responsibilities – What kind of allowances will be permitted inthe employee’s day-to-day responsibilities? How will other employees feel if they are asked to take on more responsibility to cover the absent worker?
How should Development Opportunities be determined?
■ Opportunities to enhance present job – The manager and employee should consider strengths as well as opportunities to build job skills and competency. For skills, knowledge or behaviors that need to be developed, needs should be prioritized and an action plan created.
■ Opportunities to accomplish career plan – Employees should:
What are the Types of Development Opportunities (3 of em)
■ Learning opportunities
■ Coaching/mentoring opportunities
■ Advancement/career opportunities
What are some examples of Learning Opportunities?
■ Tuition assistance
■ Corporate universities
■ New technology training
■ Attendance at outside seminars, conferences, virtual education, etc.
■ Self-development tools and techniques
■ On-the-job learning; rotational assignments
* Lead a project
* Participate in a major project, presentation or team
■ Sabbaticals with the express purpose of acquiring specific skills, knowledge or experience
What are some examples of Coaching and Mentoring Opportunities?
■ Leadership and management training
■ Access to experts/information networks – association memberships, attendance and/or
presentation at conferences outside of one’s area of expertise
■ Exposure to resident experts
■ Formal or informal mentoring programs; within or outside of one’s own organization
■ Training or mentoring others
What are some Advancement/Career Opportunities?
Increased exposure outside the department
■ Exposure in the community, professional association
■ Publish articles
■ Learn a foreign language
■ Internships
■ Apprenticeships with experts
■ Overseas assignments
■ Internal job postings
■ Job advancement/promotion
■ Career ladders and pathways
■ Succession planning
■ Providing defined and respectable “on and off ramps” throughout the career life cycle
How is Effectiveness Measured in Development?
■ Decreased turnover – What is the organization’s current turnover rate? Are high performers leaving your organization?
■ Increased productivity – How do you currently measure productivity? Do you have the right people with the right skills in the right jobs at the right time? Are your employees prepared to meet the challenges for transitions in the organization before they happen? Are development efforts aligned with business goals?
■ Improved employee engagement levels – Do you have baseline survey results? Have you tied employee engagement with productivity goals?
■ Improved ability (reduced time) to fill roles internally – Are sufficient numbers of employees adequately developed to assume roles as they are vacated? A reduced amount of time to fill roles
internally as compared to the time it took to fill positions before development efforts took place can be one indication of the effectiveness of the development programs.
What are the four-stage process in “Pay for Performance”
■ Establish goals
■ Track measures
* Types of measurements – Measures may be financial or non-financial.
* Performance measurement systems
– Balanced Scorecard – focuses on financials (shareholders), customers, internal
processes, plus innovation and learning
– Business Excellence Model – combines results, which are readily measurable, with
enablers, some of which are not
– Shareholder Value Added – incorporates the cost of capital into the equation
– Activity Based Costing and Cost of Quality – focuses on the identification and control of cost drivers (non-value-adding activities and failures, respectively), which are themselves often embedded in the business processes
– Competitive Benchmarking – involves taking a largely external perspective, often
comparing performance with that of competitors or other best practitioners of
business processes
■ No one-size-fits-all approach
* Multiple, seemingly conflicting, measurement frameworks and methodologies exist because
they all add value. They provide unique perspectives on performance and offer managers a
different set of perspectives by which to assess the performance of individuals, teams and
organizations.
* Under some circumstances, one particular perspective will be exactly right for an
organization, whereas in another circumstance, it would be counterproductive. The key is to
recognize that there is no single best way to view business performance.
■ Assessment and feedback
* Organizations (managers) will assess employees against the measures established.
Assessment usually comes in three different forms:
– Individual – How did the individual perform based on the measures determined
for the job?
– Team – How did the team perform based on objectives? When assessing team
performance, it is important to look at how the team performed and how individuals
participating on the team performed.
– Organization – Did
■ Deliver rewards
* Communication is the key to any successful pay for performance program. If communication
is inadequate, employees will not understand what they are being measured against and
what is important to the organization.
* The organization must communicate the links between established measures and
performance assessment.
What are the Principles of Merit Pay Programs?
In regard to pay for performance and base pay, merit pay is one of the most frequently used methods.
■ Objective – The essential goal of a merit pay program is to link pay to performance in a manner
that is consistent with the mission of the organization. There are two required conditions:
* Variations in employee performance and contribution must be measurable and measured.
* Managers must be provided with the necessary tools and training to determine the
appropriate rewards.
■ Size – To motivate employees most effectively to meet or exceed performance standards, the
absolute size of the merit increase must be significant enough to make a noticeable difference to
employees (e.g., the increase must not be so trivial as to be deemed inconsequential).
* A successful merit pay program will ensure that increases awarded to the best contributors
will be substantially greater than increases awarded to average or less-than-average
performers.
■ Timing – anniversary date versus common (focal-point) review
■ Implementation – Under traditional merit pay programs, merit increases are built into employees’
salaries for as long as they remain with the organization. Hence, the increases are permanent and
their values are compounded over time as additional increases are granted.
What are some factors affecting the Success of Merit Pay?
■ Managerial factors
* Executive support for the increases
* Managerial capabilities in planning and appraisal
* Supervisor/subordinate trust levels
* Managerial fortitude
■ Organizational factors
* Cost of measuring performance
* Competitiveness of pay structures
* Width of pay ranges
* Equitable internal-pay relationship among jobs
* Organization’s pay-performance linkage
* Organizational culture
* Effective communication
■ Individual employee factors
* Measurable differences in performance
* Performance appraisal
* Employee belief in fairness of appraisals and increases
What is the The Base Pay Investment?
the criteria that may be used to differentiate pay levels under a performance-based pay approach.
