Assignment On

EMPLOYEE DEVELOPMENT EFFORTS IN MODERN ORGANIZATIONS

Submitted to: Dr. Nilanjan Sengupta

Date: - 24th August, 2011

Aswin Babu Chenna Avinash Gorai Kunal Jindal Mayank Neha Maheshwari Pote Shashank Rajanikar Kumar Saurabh Mandal Souradeep Basu

11068 11073 11078 11083 11093 11098 11103 11108 11113

Varun Mishra Submitted by: - Group 3

11118

WHAT IS EMPLOYEE DEVELOPMENT?

Employee development is a joint, on-going effort on the part of an employee and the organization for which he or she 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. Employee development programs make positive contributions to organizational performance. A more highly-skilled workforce can accomplish more and a supervisor's group can accomplish more as employees gain in experience and knowledge.

WHY SHOULD DEVELOPED?

EMPLOYEE

SKILLS

AND

ABILITIES

BE

Employee development programs make positive contributions to organizational performance. A more highly skilled workforce can accomplish more as the individuals gain in experience and knowledge. In addition, retaining an employee saves the organization a great deal of money. One method of retention is to provide opportunities to develop new skills. In research conducted to assess what retained employees, development was one of the top three retention items.

STAGES OF EMPLOYEE DEVELOPMENT

Everyone goes through several stages of development as they move from being a career "beginner" to a full expert in their field. Each stage has specific needs and tasks to consider. As you work with employees on development, it can be helpful to look at their stage in order to find the best kind of activities for them. Keep in mind that the stages do not relate to age. If an employee has recently completed a career change, he or she is probably in the "exploration and trial" stage. If, on the other hand, he or she has burned out on his or her career, he or she might be in "disengagement" even though chronologically he or she might be in his or her early thirties in age.

Stage

Characteristics Work with regular guidance Work is routine, detailed

Needs Learn to ask for help Learn to take initiative

Tasks Develop self-image in the job

Exploration and Trial

Establishment and Has own area of responsibility Advancement

Build a reputation

Accept organizational
1

Stage

Characteristics

Needs Learn to work independently Produce significant results

Tasks realities Learn how to cope

Work independently Independence and specialization

Deal with change or lack of it Learn how to get ahead

Mid Career: Growth, Maintenance, Decline

Responsible for guiding others Use great breadth of technical skill to support organization Use experience to provide direction for the organization

Feel disappointment if goals are not achieved Learn to help others

Develop others through knowledge Serve as mentor

Prepare psychologically for retirement Learn to accept a different role

Learn to let go Achieve balance in life

Disengagement Influence decisions

DEVELOPMENT SERVICES Employee Career Services: Employee Career Services offers courses and individualized consulting on a wide variety of career development topics. Career Planning Services on Campus A variety of units on campus provide workshops, counselling and other services to help you explore career options and determine next steps. Tuition Benefits The University offers a tuition benefit to eligible staff for credit courses at the University Civil Service Staff Development Fund Civil Service employees may be eligible for professional development funds from the Civil Service Committee to cover certain professional development costs.

 Campus Resources: The Office of Human Resources maintains a directory of training and development oppor-tunities available on campus in areas such as computer skills, health & safety, and multi-cultural and diversity awareness. Training Inventory: The Training Inventory is a compilation of various professional development and required training offered by units/departments at the University of Minnesota. This compilation is not an exhaustive list of the training available but is intended to serve as a starting point for manager to use in identifying what training or professional development an employee should take. Supervisory Development Program: The Supervisory Training Program offers courses on many topics, including Motivating and Developing Staff and Talent Management. Employee Career Services: Employee Career Services provides customized consulting and training to departments on a variety of topics including promoting professional development. Supervisor Self-Assessment: The Supervisor Self-Assessment form can help you identify your strengths and weaknesses in developing your employees.

Employee Development Orientated Programs offered in the Government & Public Sector-

FOCUS AREAS Stress Management, Self Discovery & Inner Peace Inspiration, Positive Action & Self Improvement Leadership, Emotional Intelligence & Self Improvement Change Management, Inspiration, Ethics & Team Building

PROGRAM TITLE

Journey of Self Discovery

'Stop Whining and Start Winning'

Leadership Mastery Workshop

Rise India! Our time is now!

Inspiration, Goal Setting, Attraction & Self Belief

Law

of

Success will be yours!

Communication, Interpersonal Skills & Emotional Intelligence Custom Designed Programs Personal Effectiveness Strategies Change Management, Leadership & Success

Building Effective Relationships

Breakthrough Attitudes Workshop

Lead the way to Success

Employee Development Programs in Modern Organizations:

Nowadays organizations believe in the philosophy of Continuous Learning, for all employees. The spirit of learnability among our people and an organisational commitment to continuous personal and professional development keeps the organizations at the forefront in a fast-changing environment. There are various focused programs for the employees. These range from major initiatives such as various ongoing management development and personal improvement programs. They complement a host of technology advancement and ongoing training options. Following are some of the institutes where the employees undergo training:

CII, BCCI ISB IIMs XLRI etc. Certificate courses.

Employees are also encouraged to take up higher qualifications from foreign universities like Cambridge, Motorola etc. This learning framework is continuously enhanced with new programs and the latest learning techniques - and close-knit coordination across these initiatives ensures that it meets the different learning needs of our employees in specific areas of technology, management, leadership, cultural and communication skills, and other soft skills.

The HR Department prepares quarterly as well as yearly Training Calendars for all its officers and Weekly Training Plans for the non-officers. For new joinees, different companies have a practice of providing Induction Training. As example, Tata Steel Processing and Distribution Limited have a practice of providing Induction Training through various modules like:

Basic Orientation Training Safety Training ISO 9000 / TS 16949 Training SAP Training Structured On-the-job training TPM Training Inter unit learning visits Visits to customers' sites

Other mechanisms for developing Employees include:

Job Rotation Kaizen certification test USA visit Study Leave Performance Counselling 360 degree feedback and follow up TPM participation Continuous improvement teams Membership to professional bodies, libraries

Conclusion

Personal development includes activities that improve awareness and identity, develop talents and potential, build human capital and facilitates employability, enhance quality of life and contribute to the realization of dreams and aspirations. The concept is not limited to selfhelp but includes formal and informal activities for developing others, in roles such as teacher, guide, counsellor, manager, coach, or mentor. Finally, as personal development takes place in the context of institutions, it refers to the methods, programs, tools, techniques, and assessment systems that support human development at the individual level in organizations. At the level of the individual, personal development includes the following activities:

improving self-awareness improving self-knowledge building or renewing identity developing strengths or talents improving wealth spiritual development identifying or improving potential building employability or human capital enhancing lifestyle or the quality of life improving health fulfilling aspirations initiating a life enterprise or personal autonomy defining and executing personal development plans improving social abilities

REFERENCES

http://www.employeedevelopmentsystems.com/p-154-employee-development-overview.aspx http://www.simerjeetsingh.com/corporate-sector.html http://www1.umn.edu/ohr/toolkit/development/identifying/index.html Human Resource Management by V.S.P Rao