DOC PREVIEW
UB MGI 301 - CHPT 9 STUDENT

This preview shows page 1-2-21-22 out of 22 pages.

Save
View full document
View full document
Premium Document
Do you want full access? Go Premium and unlock all 22 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 22 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 22 pages.
Access to all documents
Download any document
Ad free experience
View full document
Premium Document
Do you want full access? Go Premium and unlock all 22 pages.
Access to all documents
Download any document
Ad free experience
Premium Document
Do you want full access? Go Premium and unlock all 22 pages.
Access to all documents
Download any document
Ad free experience

Unformatted text preview:

PowerPoint PresentationDevelopmentTraining vs. DevelopmentDevelopment Planning ProcessSelf AssessmentReality CheckGoal SettingSetting SMART GoalsNoAction PlanningDevelopment PlanSlide 12Slide 13Job Experiences for Career DevelopmentJob ExperiencesLessons Learned from Job DemandsBenefits of Mentoring RelationshipsSuccessful Mentoring ProgramsCoachingSuccession PlanningSlide 21Set a goal using the “SMART” method.Employee Development9-2DevelopmentAcquisition of knowledge, skills and behaviors that improve an employee’s ability to meet changes in job requirements and in client and customer demands9-3Training vs. DevelopmentTrainingFocuses on performance in current jobFocuses on the presentDevelopmentPrepares for changes in current job or other positions in the companyFocuses on the future9-4Identify opportunities to improveIdentify needsrealistic to developIdentify goals & methods to determine progressIdentify steps & timetable to reach goalsDevelopment Planning Process9-5Self AssessmentAssessment or evaluation of yourself or your actions and attitudesIn particular, of your performance when compared against an objective standard9-6Reality CheckInformation employees receive about how the company evaluates their skills and knowledge and where they fit into the company’s plansUsually provided by manager during performance appraisal or in separate career development discussion9-7Goal SettingDeveloping short-term and long-term goalsRelate to positions employees want to move intoWritten into development plan9-8Setting SMART GoalsSet a goal for yourself using the “SMART” method.SSPECIFIC - Who, What, Where, How?Goal must be well definedMMEASURABLE – How Much? How Many?Must contain a measurement so we know when the goal is completeAATTAINABLEChallenging but reachableRRELEVANTWhy is achieving this goal important?TTIME-BOUND – By When?Set an aggressive yet realistic timeframe9-9NoYes9-10Action PlanningWritten strategy employees use to determine how they will achieve their short-term and long-term goalsoEnroll in courseoRegister for seminaroFind a mentor9-11Development PlanDevelopment Priorities: Describe areas of focus or leadership competencies to be developed.Business Impact and Development Results Desired: Describe desired development outcomes as well as impact to business unit.Where appropriate, complete the Actions, Measures of Success and Target Date sections for each of the three development categoriesActions: List the actions that must take place to achieve development goal.Measure of Success: Determine how you will measure achievement on this action item.Target DateOn the Job – 70%Coaching/Mentoring – 20%Learning – 10%Team Member Signature & Date: Leader Signature & Date: Next Review Date: Team Member Name ____________________ Department _________________ INDIVIDUAL DEVELOPMENT PLANDevelopment Model9-14Job Experiences for Career DevelopmentLateral MovesVertical Assignments9-15Job ExperiencesJob enlargement adding challenges or new responsibilitiesJob rotation moving employee from one job to anotherTransfer moving employee to different job assignment in a different area of the companyPromotions moving into positions with greater challenge and more authority than previous jobDownward move moving employee into positions with reduced level of responsibility and authority9-16Lessons Learned from Job Demands9-17Benefits of Mentoring RelationshipsCareer SupportoCoach, protect, sponsor and provide challenging assignments, exposure and visibilityPsychological SupportoServe as a friend and role model, provide positive regard and acceptance and create an outlet for a protégé to share anxieties and fearsGroup Mentoring ProgramoA program pairing successful senior employees with less experienced protégés9-18Successful Mentoring ProgramsVoluntary participation Flexible matching process Mentors chosen on ability & willingnessClearly understood purposeProgram length specifiedMinimum level of contact specifiedContact among participants encouragedProgram evaluatedEmployee development rewarded9-19CoachingWorks with an employee to:omotivateodevelop skillsoprovide reinforcement and feedbackRoleso give adviceo help employee learno provide resources such as mentors, courses or job experiences9-20Succession Planning•Succession planning is the identification and tracking of high potential employees capable of filling higher-level managerial positions.•High-Potential Employees - Employees the company believes are capable of being successful in high-level management positions9-219-Box Grid9-22Set a goal using the “SMART”


View Full Document

UB MGI 301 - CHPT 9 STUDENT

Download CHPT 9 STUDENT
Our administrator received your request to download this document. We will send you the file to your email shortly.
Loading Unlocking...
Login

Join to view CHPT 9 STUDENT and access 3M+ class-specific study document.

or
We will never post anything without your permission.
Don't have an account?
Sign Up

Join to view CHPT 9 STUDENT 2 2 and access 3M+ class-specific study document.

or

By creating an account you agree to our Privacy Policy and Terms Of Use

Already a member?