Week 8 (employee training and development) part 3 Flashcards
what are these ?
- formal programs, books
- working with others
- on the job/experiential
approaches to development
what percent of development should be formal programs, books for a better balanced approach ?
10%
what percent of development should be working with others for a better balanced approach ?
20%
what percent of developments should be on the job/experiential for a better balanced approach ?
70%
a planned effort to facilitate the learning of job related knowledge, skills and abilities by employees
training
training or development ?
focus: current
tactical vs strategic: tactical
use of work experiences: low
goal: success in current job
participation: required
training
training or development ?
focus: future
tactical vs strategic: strategic
use of work experiences: high
goal: success in current and future jobs
participation: voluntary (generally)
development
P = A * M * O
Performance = ability * motivation * opportunity
- challenge individuals to do their best and don’t let them give up easily
- set a good example
- care about people and how they’re doing
- provide feedback/performance corrections in private
- want to help others stretch and develop their skills
- make people feel confident in their abilities
- are great listeners and are willing to spend time with others
- are typically straight shooters who give direct feedback
- celebrate successes, even small one
great coaching
- participation is voluntary and enthusiasm is high
- both mentors and mentees are committed to making time for the program
- a good mentor-mentee matching process is used
- people chosen as mentors have proven abilities to develop others
- purpose of the program and program length are clearly specified
- minimum level of mentor-mentee contact are specified
- collective group meets regularly for guaranteed quality time, mentor-mentee discussion, development, mentor discussions
- program is evaluated and changed made as appropriate
- program participants are recognized and/or rewarded
effective mentoring programs
reverse mentoring
anonymous mentoring
experience development
- success and failure are both possible and will be apparent to others
- requires take charge individual with strong leadership qualities
- involves working with new people, a lot of people, or both
- creates high levels of personal pressure
- requires influencing people, activities over which the person has no formal control
- involves a large variety of situations, tasks
- it will be watched closely by important individuals
- requires building a team starting something from scratch, fixing or turning around. team in trouble
- is intellectually challenging
- has a significant strategic element
- involves interacting with an especially good, or bad, boss
- has an important element missing
characteristics of experience development
- small projects and start ups
- small scope jumps and fix its
- small strategic assignments
- coursework and coaching assignment
- activities away from work
- large lease in scope and scale
- lateral and/or development moves
- switches
different types of experiential development
