HR Development, Methods and Design. Talent Management, Succession Planning, Trends on HR development ...

1. Employee Development -
Designs & Methods
Presenting By:
Prakash Dhakal
IBMS – MBA – III
Strategic Plannning Institute of Banking and Management Studies (IBMS)

2. Outlines
Introduction to Employee Development
Need of Employee Development
Design and Methods of Development
Benefits from Development
Some Facts and Examples of Employee
Development Practice in Organizations
…
Trends of Employee Development
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

3. Human Development …
The growth of humans throughout the
lifespan, from conception to death.
Development is all aspects of human
growth, including :
Physical
Emotional
Intellectual
Social
Perceptual, and
Personality
development.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

4. Employee Development
 Joint and on-going effort on the part of an
employee and the organization for which
individual works to upgrade the employee's
knowledge, skills, and abilities.
 Successful employee development requires a
balance between an individual's career needs
and goals and the organization's need to get
work done.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

5. Employee Development
 If so, then why should Employee Skills and
Abilities
be Developed ?
 To make employee more versatile and productive and to
manage difficulty and obstacles in the organization.
 To grapple with complex change in
organization, technology and process quite successfully.
 To give the better performance in the organization and for
the work life balance of employees.
A more highly skilled workforce can accomplish more
as the individuals gain in experience and knowledge …
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

6. Employee Development
- Need Analysis
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

7. Employee Development
What Organization Need? - Need Analysis
High Productivity
Employee Satisfaction
Need of Existence
Tackle with situation etc …
And then organization should plan for the further process of
employee development according to its need. Need analysis
should be done before implementing employee development
plan .
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

8. Why Employee Development ?
Highly committed employee requires planning,
commitment, and a variety of interventions and
strategies that -
- Build continued confidence for employee challenges
and Improve skills in managing people
- Help employees become more aware of their impact on
others
- Increase the motivation and ability to set and achieve
organizational and personal goals
- Stimulate continuing skill development and career growth
through self-directed and organization sponsored training
GO >
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

9. Employee Development
According to a survey conducted by the American
Management Association (AMA), top employee
development techniques used by organizations and
the proportion of businesses using them as their
retention strategy :
Employee Development Issues Used in Companies
External conferences/seminars 78.1
(%) Tuition reimbursement 67.3
Managerial training 66.8
Company support for degree 62.2
Interpersonal skills training 56.8
Technical training 54.5
Employability training 35.2
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

10. Talent Development
It is becoming increasingly popular in several
organizations, as companies are now moving from
the traditional term training and development.
Talent development is a core concept of employee
training, career development, career
management, training & development and
organizational development.
It is expected that during the 21st century more
companies will begin to use more integrated terms
such as Talent Development.
Talent development refers to an organization's ability to
align strategic training and career opportunities for
employees.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

11. Features of HRD Process Design Methods
 Continuing and Ongoing Activities, which improve the
total personality of executives
 A Planned effort to improve executives ability handle a
variety of assignment
 It focus the attention on present and as well as future
requirements of both the organization and the
individual.
 HRD upholds career planning and ensures all round
growth of employees.
 It maintains transparency in administration. Also it is
action-oriented
 HRD fights resistance to change and make
employees more willing to accept the change.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

12. Features Process of HRD Design Methods
 Need Analysis: Who is responsible for employee training and
development?
 Appraisal of Present Management Talents
 Inventory of Management Manpower
 Planning of Individual Development Program
 The individual development planning process
 Step 1 - Self-assessment
 Step 2 - Assess your current position and your work environment
 Step 3 - Identify development activities
 Step 4 - Put your plan in action
 Establishment of Development Programs
 Evaluation of the RESULT
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

13. Features Process Design of HRD Methods
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

14. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 In Basket
 Business Games
 Case Study
 Interpersonal Skill Development Method
 Job Knowledge Increment Method
 Organizational Knowledge Development Method
 General Knowledge Development Method
 Specific Individual Need
 Other Off-the job method of Developing Managers
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

15. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 Interpersonal Skill Development Method
 Role Play
 Sensitivity Training
 Behavioral Modeling GO >
 Job Knowledge Increment Method
 Organizational Knowledge Development Method
 General Knowledge Development Method
 Specific Individual Need
 Other Off-the job method of Developing Managers
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

16. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 Interpersonal Skill Development Method
 Job Knowledge Increment Method
 On the job experiences
 Coaching and Understudy
 Action Learning
 Organizational Knowledge Development Method
 General Knowledge Development Method
 Specific Individual Need
 Other Off-the job method of Developing Managers
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

17. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 Interpersonal Skill Development Method
 Job Knowledge Increment Method
 Organizational Knowledge Development
Method
 Job Rotation Method
 Multi Task Management
 General Knowledge Development Method
 Specific Individual Need
 Other Off-the job method of Developing Managers
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

18. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 Interpersonal Skill Development Method
 Job Knowledge Increment Method
 Organizational Knowledge Development Method
 General Knowledge Development Method
 Special Courses
 Meeting
 Reading (Learning)
 Specific Individual Need
 Other Off-the job method of Developing Managers
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

19. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 Interpersonal Skill Development Method
 Job Knowledge Increment Method
 Organizational Knowledge Development Method
 General Knowledge Development Method
 Specific Individual Need
 Special Projects
 Committee Assignments GO >
 Other Off-the job method of Developing Managers
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

20. Features Process Design Methods of HRD
 Decision Making Skill Development Method
 Interpersonal Skill Development Method
 Job Knowledge Increment Method
 Organizational Knowledge Development Method
 General Knowledge Development Method
 Specific Individual Need
 Other Off-the job method of Developing
Managers
 Conferences and Seminars
 Lectures and Programmed Instructions GO >
 Group Discussion and Role Playing
 Executives Coaches and RESEARCH
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

21. Development for Succession Planning
 Succession Planning is a process through which
senior level openings are planned for and eventually
filled
Succession Planning Involves:
1. Anticipate Management Needs (based on strategic factors
liked planned expansion)
2. Review the Firms Management Skills ( Education, Career
Experiences, Performance Appraisals and career
performances …)
3. Create Replacement Chart (Summarize Potential
Candidates and each persons’ development needs for future
division …)
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

22. Development for
Managing Organizational Change
Organizational Change is one of the major issue of
the HR managers and even more difficult to adopt
change
Faced with the situation like
Strategy, Culture, Structure, Technology, Attitude and
Skills of the employees
So, Organization should make their employee ready to change.
Employee development is very important for this very emerging
purpose, so that employee themselves can formulate and cope
with change.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

23. Class Discussion Topics
New Employee Training and Development - Is It
Worth the Investment?
The Challenges of Employee Development
Personnel Vs. Personal Development
IT and Employee Development
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

24. Video: Employee
Development
II
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

25. The 4-Step Employee Development
Plan
Prepare
Monitor Provide Create
the Progress Opportunity Confidence
Employee
To get the employee thinking about their own development and the
areas where development can occur, Organization should ask
employees about:
- Performance and the skills of the employee required for the job.
- What major accomplishments have you achieved since your last
performance appraisal?
- In what ways, can your supervisor and/or the organization help
you to
do a better job?
- What changes would you like to see in your current job?
- What are your job goals for this next year?
- Where do you see yourself in five years?
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

26. The 4-Step Employee Development
Plan
Prepare Monitor Provide Create
Employee Opportunity Confidence
Progress
Observe how the employee is doing.
Schedule to meet regularly to discuss how things are going.
Ask questions; review any quantity and quality measures that are
relevant.
Give ongoing feedback on what the individual is doing well and
what they need to be doing differently.
Feedback is critical to the success of the developmental process. If you
do not follow up with them, you are essentially telling the employee the
developmental process is not all that important to you.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

27. The 4-Step Employee Development
Plan
Provide
Prepare Monitor Create
Employee Progress Opportunit Confidence
y
Training ( looking at the employee’s performance with the
specific job
tasks.
Peer Coaching (Employees coach other individuals on their
jobs)
Job Design Changes (to know how the job might be
redesigned to enhance proficiency )
Representing the Department (for meetings and seminars
…)
Delegate Special Projects (make certain the project
challenges to the employees – for motivating and developing
)
Assist the Boss (to exposed new business perspective) Dec – 2011
Prakash Dhakal, MBA - Human Resource Management

28. The 4-Step Employee Development
Plan
Create
Prepare Monitor Provide
Employee Progress Opportunity Confidenc
e
Give the employee the encouragement and support
needed to feel confident in their ability to succeed.
When things do not go as well as planned, focus on
what went right (think positively).
You are asking the person to go beyond their current
level, take it one step at a time. Sometimes take
smaller steps to ensure a successful outcome.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

29. Trends on HR Development
Competency-Oriented HR Development
Formalizing competencies as a bridge between human
resource development, competence and knowledge
management as well as technology-enhanced learning.
Information Technology and HR Development
Global HR Development
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

30. The Fact:
The ultimate success in developing the employee
depends on the employee themselves.
However, the success of the developmental process
depends on the manager and organizational plan.
Prakash Dhakal, MBA - Human Resource Management Dec – 2011

33. References:
Gary Dessler and Biju Varkkey – Human Resource Management – training and developing
employees (pg 295 to 331)
Bharatiar University, School of Distance Education – Human Resource Management (pg 87 to 114)
Web Sources:
http://humanresources.about.com/od/trainingtrends/a/training_trends.htm
http://management.about.com/cs/people/a/NEO112597.htm
http://www.wikipedia.org
http://www.google.com