A Historical Perspective Before World War II Tradition - - PDF document

a historical perspective
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A Historical Perspective Before World War II Tradition - - PDF document

1/31/2013 Complimentary Webinar Series Creating an Effective Development Plan Slides at http://alaska.shrm.org/certificate /AKSHRMStateCouncil @akstatecouncil http://tiny.cc/AKLinkedIn A Historical Perspective Before World War II


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1/31/2013 1

Complimentary Webinar Series Creating an Effective Development Plan Slides at http://alaska.shrm.org/certificate

/AKSHRMStateCouncil @akstatecouncil http://tiny.cc/AKLinkedIn

A Historical Perspective

  • Before World War II

– Tradition – Socioeconomic status – Family – Gender – Loyalty

A Historical Perspective

  • The 1970s

– Women in the workforce – Layoffs – Loyalty contract

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A Historical Perspective

  • Today

– Economic competition – Globalization – Skills, education and training – Technology – self‐directed, lifelong learning

A Historical Perspective

  • Great Recession

– High unemployment rates but hard to fill high‐ skilled jobs – Added jobs ‐ mix of new skills or skills entirely different – Increased emphasis in talent management and employee development

Business Case

  • Develop employees or find new ones?
  • Benefits of Employee Development

– Remaining competitive. – Dealing with ongoing skills shortages. – Taking employee development “off hold.” – Adapting to changing business structures. – Increasing worker productivity – Reducing turnover – Aligning employee development with the organization’s needs

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HR’s Role

  • Employees manage their own career development
  • HR ensures that the organization provides ways for

employees to be more effective in their current roles

  • HR shows benefits of development
  • Rules to help HR align employee development with the
  • rganization’s talent management strategy:

– Know the organization well – Know the needs of employees – Know the industry – Know how to quantify outcomes

Guidelines for Effective Dev Plans

  • Gain executive support
  • Involve management
  • Relate to performance management
  • Understand what the employee values
  • Know the desired outcome

What is an EDP?

  • Documented Plan That Helps Employees
  • Learn new skills
  • Increase engagement in current position
  • Prepare for current and future roles
  • Build internal talent
  • Adapt to organizational changes
  • Become prepared for future opportunities
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SLIDE 4

1/31/2013 4 Career Development Vs. Performance Management

  • Career Development: Looking forward –what future experiences and

skills do I want to acquire?

  • New role
  • Challenging assignment
  • Leadership role aspirations
  • Performance Improvement: Looking back –what can I learn from past

experiences

  • Prior period rating
  • Improve in current job
  • Get up to speed as a new employee
  • Improve current skills

When is an EDP utilized?

  • Importance of timing
  • Process

Training Needs Analysis Career Development Planning Competency Development

Will all employees need an EDP?

  • It will depend on the situation:
  • Personal aspirations
  • Ongoing dialogue

Everyone can and should be learning something new. We never stop improving . Learning is growth, and growth is healthy.

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Budget

  • RESOURCES
  • 70‐20‐10 Process
  • Educational Assistance Policy
  • Shareholder Training and Development Resources

10%

Formal Training

20%

Relationships/Networks

70%

Challenging Assignments and OJT

Creating an EDP

Pre-Planning Conduct a Gap Analysis Create your Development Plan

Career Development Process

Planning Manager Review Discussion Approvals Execute

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Employee Development Methods

  • Coaching
  • Mentoring
  • Individual development plans
  • The 9‐box grid
  • Cross‐training
  • “Stretch” assignments and On the Job Training
  • Job enlargement and job enrichment
  • Job shadowing
  • Job rotation
  • Succession planning
  • Etc

Common Challenges

  • Accountability
  • Gaps in talent development capabilities
  • Lack of alignment between human capital and business strategy
  • Inconsistent execution
  • Limited use of meaningful analytics. Few employers track the metrics that matter,

such as the effectiveness of talent management programs.

  • Funding challenges

– Analyze and prioritize – Determine what is essential – Cut back creatively – Tap free resources

  • Diversity considerations
  • Generational issues

Communication

  • Expectations
  • Eligibility
  • Opting out of development
  • Identification of “high potentials”
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ROI

  • http://www.shrm.org/Education/hreducation/Pages/ReturnonInvestmentTrainingandDevelopment.aspx

Resources

  • http://www.shrm.org/hrdisciplines/orgempdev/articles/Pa

ges/AccountabilityCapabilityChallenges.aspx

  • http://www.shrm.org/Publications/hrmagazine/EditorialCo

ntent/Pages/0109train.aspx

  • http://www.shrm.org/hrdisciplines/technology/Articles/Pa

ges/CMS_006596.aspx

  • http://www.shrm.org/Research/Articles/Articles/Pages/Em

ployee_20Testing_20Series_20Part_20III_20‐ _20Assessment_20Tools_20and_20Centers.aspx

  • http://www.shrm.org/templatestools/toolkits/pages/engag

inginsuccessionplanning.aspx

Resources, Cont.

  • http://www.shrm.org/TemplatesTools/hrqa/Pages/Whatisjobrotatio

n.aspx

  • http://www.shrm.org/publications/hrmagazine/editorialcontent/pa

ges/0908hragenda_tyler.aspx

  • http://www.shrm.org/hrdisciplines/orgempdev/articles/Pages/Indiv

idualDevelopmentPlans.aspx

  • http://www.shrm.org/hrdisciplines/orgempdev/articles/Pages/Mak

eMentoringPay.aspx

  • http://www.shrm.org/Publications/hrmagazine/EditorialContent/20

12/0612/Pages/0612moss.aspx

  • http://www.shrm.org/hrdisciplines/orgempdev/articles/Pages/Lifel
  • ngLearningAccounts.aspx
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HRCI‐Pre‐approved

General Credit

Thank You!

To download a copy of your certificate and slides go to http://alaska.shrm.org/certificate