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In 2013, employers need to lay more emphasis on employee development than ever before
Employee development is one of the highlyprioritised aims for organizations. Employees make up for the most vital assets of an organisation and their satisfaction as well as engagement are essential for high productivity. a wholesome growth, both in a professional's career and personality.
Rajesh Rai, director- HR, Expedia India, tells us "Business challenges have been growing multi-fold and today, the office environment offers a myriad set of unique and complex challenges due to the fluctuation in the economy. there is more emphasis on adding business value to get the requisite return on investments. To prepare employees for these challenges, proactive development is the key and hence, its increased importance today is gaining a lot of prominence
Meenal Sinha, country head - India, Imperial Servcorp says "It cannot only mean sending employees for workshops and seminars it's not a responsibility that can be simply outsourced'. Grooming people for enhanced responsibilities and the next-level has to become a culture-inherent process. A senior manager's KRA must include team training and development, not only in structured environments, but also on an ongoing day-to-day basis. This needs to be coupled with the freedom to explore new areas and some latitude to make decisions, with the assurance that learning mistakes' are tolerated.
Kamal Meattle, CEO, Paharpur Business Centre & Software Technology Incubator Park, tells us "Encouraging employees to acquire new or advanced skills and knowledge by providing them with training facilities and avenues where such new ideas can be applied can be very beneficial for engagement. Training programmes allow employees to interact with one another, discuss ideas and learn more about a given topic, which encourages active participation on-the-job outside of the training environment as well. Their increased productivity leads to financial gains and better retention."
a joint, on going effort on the part of an employee and the organization upgrade the employee's knowledge, skills, and abilities. balance between an individual's career needs and goals and the organization's need to get work done. positive contributions to organizational performance. A more highly-skilled workforce can accomplish more as employees gain in experience and knowledge.
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.
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Formal Education
Formal education programs include:
off-site and on-site programs designed specifically for the companys employees short courses offered by consultants or universities executive MBA programs university programs in which participants actually live at the university while taking classes
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Assessment
Assessment involves collecting information and providing feedback to employees about their behavior, communication style, or skills. Used most frequently to:
identify employees with managerial potential measure current managers strengths and weaknesses identify managers with potential to move into higher-level executive positions Work with teams to identify members strengths and weaknesses, and factors that inhibit productivity
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Job Experiences
Job experiences refer to relationships, problems, demands, tasks, or other features that employees face in their jobs. Most employee development occurs through job experiences. A major assumption is that development is most likely to occur when there is a mismatch between the employees skills and past experiences and the skills required for the job.
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Transfer
(Lateral Move)
Job Experiences
Externship
Downward Move
Interpersonal Relationships
Employees can also develop skills and increase their knowledge about the company and its customers by interacting with a more experienced organizational member. Two types of interpersonal relationships used to develop employees:
Mentoring Coaching
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Some things the employee should have and consider when beginning work towards development:
Specific goals; identify goals for new skills and look for ways to meet those goals Energy to make the development possible A variety of work assignments Asking for feedback Opportunities to coach others and finding good coaches for him or herself Developmental relationships that provide a variety of learning