Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time. Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy. Twitter: http://www.twitter.com/jumpstarthr Facebook: https://www.facebook.com/jumpstarthr LinkedIn: http://www.linkedin.com/company/jumpstart-hr Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf

1. The Importance of
Employee
Development
Approaches, Activities, Plans and
Benefits
S

2. Definition:
Employee Development
S Employee development refers to the steps taken within a company
to encourage each employee's professional and personal growth.
S Employees within organizations that offer employee development
feel valued by their employer and produce larger amounts of
quality work.
S By developing the employees both professionally and personally,
the organization benefits from this growth.

3. Build More Than Employee
Training Plan
An employee education solution is S The best way to promote
needed for all. They should want (whether in a business to
to comprehend their organization business or business to
process/ business procedures by consumer sales environment)
knowing:
S How to grow customer
S The best way to run machines satisfaction and handle
efficiently customer service efficiently
S The best way to purchase and
also control inventories

4. Build More Than Employee
Training Plan
An Employee Education S Engaging with vendors to bring in-
house training for different
Improvement Commitment machines and/ operations
processes on how to optimize new
S Delivering on-the-job coaching and technology and processes
orientation for new workers
S Creating in-house training methods
for cross-teaching workers; this will
S Developing in-house instruction enable better depth plus better
packages to deliver newer coverage within the business
competencies, along with the new
technologies S Sending selected personnel to
industry-specific training courses
and/or proficiency-distinct external
education processes

5. Approaches to employee
development
S Career Planning: Having open S Coaching and Mentoring: Providing
discussions with your employees about coaching and mentoring opportunities in
their long term goals. the workplace can be an excellent
employee development activity.
S Performance Management: Make a
point of regularly acknowledging good S Company Training Needs Analysis:
work and providing corrective feedback Look at the skills that exist in the current
for areas where improvement may be workforce and compare that to the skill
needed. needed to perform the company's work
today and into the future.
S 360 Degree Feedback: This involves
getting feedback from the employee's S Individual Employee Development:
manager, peers, internal customers, and Identify the gap between what
others in the organization that interacts employees are able to do today and
with him or her on a regular basis. what skills they need to meet the needs
of the organization and to accomplish
their own career goals.

6. Employee
Developmen
t Plans
They're working documents,
guiding employees to develop
skills and attributes they need
to progress in their careers.
There are generally four
areas of such a plan:
preparation or assessment,
development opportunities,
monitoring progress and
feedback.

7. Employee Development Plans
Preparation and Assessment of Skills:
S During the self-assessment S What parts do you like the least?
phase, both the manager and the
employee should reflect upon S What are your goals for the next
questions such as: year, quarter, or month?
S What skills do you need to S How can the manager help you
accomplish your job? achieve those goals?
S How do you feel you rate on each S What activities, classes or
skill? projects can you tackle to
improve your job skills?
S What parts of the job do you like
the best?

8. Employee Development
Plans
S Preparation and Assessment of Skills: S Development Opportunities: Here the
The employee must have a clear employee lists specific activities and
understanding of where his skills are opportunities to grow in areas flagged as
today. needing improvement.
S Feedback: Frequent, casual feedback S Monitoring Progress: Create
on job skills is essential to growth and milestones, checklists and check-in
motivation. points between employee and manager.
What goals can you set? What timeline
S Usefulness of Development Plans: If do you agree upon?
the lines of communication are kept free
and open, such a plan has a greater
chance of success.

9. The Managers Role in
Employee Development
The managers’ role in S Allocate manager and employee
employee development is: time for coaching and
development activities
S Helping employees identify their
development needs S Communicating organization
related information and helping
S Providing positive reinforcement them see how they fit in the
and re-directive feedback picture
The manager as coach role is robust
S Setting goals and building a and time consuming considering how
Development Action Plan many employees they typically
manage. Let’s begin putting this
together by discussing the phases of
employee development.

10. Phases of
Developmen
t
There are two phases of
employee development:
• New employee in their first 90
days
• The employee that is 90 days
plus.
The managers role in employee
development is to identify the
phase in which the employee falls
so you are focusing on the right
development activities.

11. Phases of Development
First 90 Days 90 Days Plus
S For the employee new to role, and S You as a manager have a relationship
defined as first 90 days, focusing on with them and you have identified
reinforcing what the individual learned their strengths and opportunities, you
in training. know their skill and will.
S You are ready to determine their
S Action plans and manager activities performance and potential and bucket
are designed to monitor adherence them in the four categories of:
and understanding of company
S Poor Performer
policies and procedures.
S Under Achiever
S Development time is spent watching S Solid performer
the employee work and providing real- S and Star Performer
time feedback, re-training maybe
necessary.

12. Allocating Time in Employee
Development
S The Stars have high potential and performance
and do not typically have any will based issues.
S The Under Achievers needs more coaching
and development in the skill area, these folks,
with coaching and development, can lead to a The Stars
gain in productivity.
S The Solid Performers have high performance
and have about reached their potential, Solid
employee development here should concentrate Performers
on motivation and incremental improvement.
S The Poor Performers. They have received all Under Poor
the coaching and feedback needed to increase Achievers Performers
their skill set and behaviors and is somewhat
limited to skill development.

13. Tools for Managers to Use in
Employee Development
S Management by Walking around S Formal development can utilize a
(MBWA) is highly effective for informal Development Action Plan. Action
development. This allows the plans are used for individuals with
managers to identify skills being used development opportunities and for
and allows the opportunity to provide employees doing well but still needing
positive feedback on the spot. skill growth.
S MBWA also gives the manager an S In either situation, a plan can and
opportunity to identify skills not being should utilize peer coaching, learning
used so the manager can provide opportunities, delegation, and for the
immediate re-directional feedback and employee being prepared for the next
give the employee an opportunity to level, exposure to senior leaders.
use the feedback immediately so the
manager can see the skill being
used.

14. Examples of an Employee
Development Plan
S If a company wants to attract and retain
the best people, it needs to invest in
employee growth and development.
S Progress is a result of an organization
that fosters learning and constant
improvement.
S Additional training is beneficial to the
employee and the company, whether it is in-
house training or a seminar brought inside
from outside expert resources.
S Further, promotion from within is fostered,
and it demonstrates the company's faith in
the abilities of the employee.

15. Examples of an Employee
Development Plan
S Performance-Based Employee Development Plan:
Uses the annual performance appraisal to review
previous accomplishments, capabilities and establish
goals for the next year.
S These goals can be solely work-related such as
increasing productivity, or the goals could be designed to
improve the employee skills or education and to
challenge him for the next step in his career.

16. Examples of an Employee
Development Plan
S Management By Objectives Employee Development Plan:
called MBOs--are very structured plans that identify
objectives, steps to achieve the objectives, measure progress
at select intervals and note completion of intermediate
achievements.
S MBOs also contain detailed information about other
employees’ talents that are necessary for completing the
objectives.
S MBOs provide the type of format and structure necessary to
track individual and team efforts.

17. Examples of an Employee
Development Plan
S Succession Planning Employee Development Plan: In
organizations where there is a tenure track or partnership track, it is
common to structure an employee development plan that is based on
the upwardly mobile progress
S This is also considered an on-the-job or job shadowing employee
development plan, which is very effective in helping employees learn
by participation. Employees capture and document their contributions
to the company, verified by their supervisors

18. Examples of Employee
Development Activities
S One obvious example is various
kinds of training.
S Other developmental programs
offer employees resources that
they can use on their own to
further their careers.
S Offering employee development
activities create a more
versatile and prepared
workforce to help move your
company forward.

19. Examples of Employee
Development Activities
S Succession Training: Succession S It prevents the company from
training is when a company having to look outside the
identifies employees with organization for management
managerial or executive skills and talent.
works with the employees to
develop those skills. S The company can develop a
program that sustains the corporate
S When a company creates a culture and makes sure the core
succession training program, there values of the company are
are always new managers being maintained when new managers
developed who someday will guide take over.
the company's future.

20. Examples of Employee
Development Activities
S Off-Site Training: Training
seminars or classes offered outside
your company that are pertinent to
staff development can help your
employees hear ideas from an
objective third-party trainer.
S Helping to spur new ideas and help
your company come up with
creative solutions to ongoing
issues.

21. Examples of Employee
Development Activities
S Supervisor Contact: Strengthening the working bond between employees and
supervisors not only improves productivity, but it also creates an on-the-job
training environment.
S Career Paths: Training is an essential part of employee development, but
without a career path your employees do not have a plan for advancement
within the company.

22. Stages of Employee
Development - Looking Ahead to
What Comes Next
S Exploration: The exploration stage is defined by routine, guided work where
the employee gets help and is allowed to take initiative as he is able to do so.
S During this stage, the employee develops a self image and learns what he can
excel at doing.

23. Stages of Employee
Development - Looking Ahead to
What Comes Next
S Establishment: The
establishment stage is defined
by independent specialization
where the employee has
mastered certain specialties
and has become significantly
more productive.
S This is the stage where the
employee can take on
important organizational
responsibilities.

24. Stages of Employee
Development - Looking Ahead to
What Comes Next
S Mid Career: The mid career
stage is where the employee can
guide others.
S The employee knows the
requirements and goals clearly
and can develop and mentor
others.
S Mentoring is gratifying to most
employees as they feel that they
are now able to contribute to the
organization through the
contributions of others.

25. Stages of Employee
Development - Looking Ahead to
What Comes Next
S The final stage is
disengagement: The career
turns to organizational direction
and decision making.
S The manager is looking ahead
to retirement and accepts new
roles. With a long view of the
future, the employee and his
manager can effectively plan for
future development events in
his career.

26. Stages of Employee
Development - Looking Ahead to
What Comes Next
S The Role of the Supervisor: S He allots time and money for
Coaching the employee is the employee development.
ongoing role of the supervisor.
S He also finds opportunity for
S He provides positive comment and application of new learning, which is
corrective feedback. the heart of employee development.
S He gives his advice, information and S The supervisor allows for the
insight on the organization. employee learning curve. Career
coaching is another facet of employee
S He imparts good planning by teaching supervision.
the discipline of goal setting and
checking progress.

27. Stages of Employee
Development - Looking Ahead to
What Comes Next
S The Role of the Employee: The S Goal setting and attendant planning
savvy employee seeks out a variety operations should be a part of his
of assignments, and he is willing to development.
tackle tough problems.
S He should be called upon to
conduct meetings and make special
S He will be in a position to coach presentations of his findings.
others who could benefit from his
particular set of knowledge and S On occasion he will be called upon
skills. to participate on a large scale
committee including networking
S He should be willing to take on with others who are working to
varied assignments that offer meet company goals.
different challenges and learning
experiences.

28. Employee Development
Training Process
S Create an Effective Employee S Examine the Needs: A good
Development Training Process: training program not only orients
There are many valid reasons for new employees and familiarizes
a company to spend time and them with the business model. It
money on training and guides and educates them at
developing its employees. every level on the career ladder.
S Company Vision: Whatever your S Develop a Training Manual:
mission and vision, translate that Develop a detailed training
to your employees during the manual for the entire company
training process. Understanding detailing the company's visions,
the vision helps the employee goals and benefits.
embrace it and make it her own.

29. Employee Development
Training Process
S Method of Delivery: The method S Online Courses: It is a cost-
of delivery will vary depending effective way of implementing an
your company finances, employee development program,
employee needs and availability and it can cover wide subject
of resources. Choose the areas.
appropriate delivery method.
S Employee Certification: Most
S Weekly Meetings: At each level, industries have employee
employees should have weekly development and training
meetings their direct supervisor, associations that hold certification
focusing on setting training yearly, best for salaried
developmental goals and or management level employees.
ensuring that employees meet
these goals.

30. Employee Development
Training Process
Other Ideas for Implementing S Companies who have "at home"
Training employees can use virtual meeting
software like "gotomeeting," to offer
S Role-playing for service employees full-scale presentations online
can be a very effective method of
training. S Always Get Employee Feedback:
Always get your employees' written
S Test employee development by and oral feedback. If
conducting surprised test calls or possible, implement suggestions
surprise visits from a supervisor or and changes.
manager.
S Seminars are a good training
method for upper level
management because they can be
expensive and go for several days.
One-day seminars are good for

31. Benefits of Implementing a
Successful Onboarding Program for
new hires
S A successful on boarding program allows new employees to transition
from new hire to employee by teaching them everything they need to
know to succeed in their position at your organization.
S In today’s workplace, your on boarding program needs to reflect the
young professionals you’re hiring—If you implement an on boarding
program that utilizes technology, interactivity and independent
learning, your young professionals surely will flourish.

32. Benefits of Implementing a
Successful Onboarding Program for
new hires
S Increased productivity: Let your new S Better understanding of the
hires hit the ground running by properly organization: Although many Millennial
preparing them for their position from the realize they should know everything
start. It’s been said that new hires who about your organization before the
start off at your organization with little interview, it’s hard to understand the
traction and understanding have a hard culture and corporate structure until they
time coming back from it. They’ll likely are assimilated into it.
leave or end up much more unproductive
than you would like S Higher retention rates: With more
productive and engaged employees,
S More engaged new hires: Giving Gen Y you’ll likely have higher retention rates
employees the tools and knowledge for your young professionals. Those new
early on to succeed creates more hires that tend to ‘job hop’ might be
engaged and eager employees all leaving because they haven’t been
around. successfully on boarded into your
organization.

33. Benefits of Implementing a
Successful Onboarding Program for
New Hires
S Less errors or mistakes: Gen Y learns
quickly because they grew up in a fast-
paced, technology-driven world. When
you give them the tools and knowledge
to succeed, they will feel comfortable in
their tasks and complete them with less
error than if they didn’t receive proper
training.
S Provides a clear path for young
professionals: Millennials wanted to
know how they can grow and move up in
an organization. With a comprehensive
on boarding program, you can show
them the path they can take to do just
that if they stick around with you.