Article Overview Article Chapter 17 HR Policies in addition to Practices

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Article Overview Article Chapter 17 HR Policies in addition to Practices

Antioch University Seattle, US has reference to this Academic Journal, Chapter 17 HR Policies in addition to Practices HR policies in addition to practices help shape behavior in addition to attitudes. Selection practices must be designed choose competent candidates. Training in addition to Development: Benefits are two-fold: Increases employee?s abilities in addition to motivation, yielding higher performance potential. Increases employee?s self-efficacy (a person?s expectation that he or she can successfully execute the behaviors required so that produce an outcome). Career planning: boosts employee commitment, loyalty, satisfaction. Managers have responsibility in addition to vested interest so that use well- designed selection practices, training in addition to development programs, in addition to employee career planning. Competency-based Employee Development: A Gold Standard in consideration of Talent Management By David Dubois in addition to Linda Kemp Career Planning in addition to Adult Development Journal, Vol. 18, No. 4, Winter 2002-2003 Article Article Overview Detailed analysis of competency-based employee development. Sound reasoning in consideration of such initiatives as institutionalized organization process, not a passing program. Four key areas are explored: 1. What is employee development? 2. How is employee development traditionally carried out? 3. Why should employee development become competency-based? 4. What steps can guide the creation of competency-based employee development?

 Matthews, Don Antioch University Seattle www.phwiki.com

 

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What is Competency? Competency: any human characteristic or trait that an individual uses in appropriate ways so that successfully achieve one or more outputs or results expected from them. * Competency only if it is essential in consideration of successful performance. * Competencies more important predictor of performance success than an individual?s work task experience. Example: Technical Director who was promoted so that management based on great technical skills and/or seniority. BUT he has lousy project planning in addition to people skills. What is employee development? Employee Development: Pursuit of any activity that leads so that continuous learning, personal growth, in addition to that contributes so that the achievement of both the individual?s in addition to the employer?s objective. ú Variety of HR applications that have been labeled ?employee development.? ú Lack of formal definition in addition to specific objectives. ú Difficulty in determining benefits of employee development in consideration of the organization. Integrated approach: Consider organizational goals in consideration of skills acquisition in addition to talent development AND employee?s values, interests, skills in addition to career aspirations. Cost vs. Investment Organizations that fail so that recognize the continuous need in consideration of a development process will likely ?pay later? Potential benefits: ú Enhanced job in addition to work performance. ú Improved ability of organization so that utilize talent. ú Reduced employee turnover. ú Employee encouragement so that assume greater responsibility in consideration of their careers. ú Support in consideration of organization?s effort so that achieve compliance alongside diversity in addition to EEO requirements. ú Improved ability of employees so that utilize HR systems.

How is employee development traditionally carried out? Usually attempted as program, not continuous process. Typical employee development ?programs? in addition to practices: ú ?How-to? sessions on topics related so that employees? tenure alongside organization (applications, interviewing in consideration of promotions . . .) ú ?Career telling? by well-intended supervisors/managers. – Goals/performance questions posed in context of employee?s work (i.e. in performance review). ?Tell me your 5-year goal? – Little or no attention given so that employee?s life-career issues (values, interests, needs). ?I think you would be a good . . .? – Results in unrealistic expectations from both employee in addition to management. ?If I do X, the company will promote me . . .? Three-step process of career decision-making Exploration 2. Understanding 3. Taking Action Process is cyclical, not linear. Employee?s lack of understanding of own values, or mismatch between employee?s in addition to organization?s values, will result in employee leaving or failing in performance. Taking Action 3 key questions before hiring or promoting: 1. Are the new work roles consistent alongside employee?s values? 2. Does employee possess in addition to can they appropriately use the abstract, non-trainable competencies required in consideration of success upon entry so that the new job? 3. Is the employee motivated so that acquire in addition to apply the remaining competencies needed in consideration of job performance success?

Goal: To find life in our universe. Looking in consideration of life outside our solar system: Which molecule, if found in some abundance, would indicate that there was some form of life on the planet? What determines the makeup of the atmosphere? Interactions alongside the sun Solar wind Biological Smoking guns in consideration of life? Guns? The true gun Star type Metallicity Galactic Goldilocks Planet sizes So that leaves Wildcard: How far? Conclusion

Why should employee development become competency-based? Ensures strategic link that binds organization?s long-term success alongside its employees? competencies in addition to their life-career needs in addition to preferences. ú Provides talent bench strength the organization needs, when it needs it. ú Motivation effect that occurs when employees know where they fit in company?s big picture. ú Promotion opportunities in addition to challenging work, key reasons employees join/stay. Your job may change, but your competencies give you what you need so that succeed in a range of roles. Steps so that competency-based employee development: points so that remember * Tough so that get support, esp. if coming in after other failed initiatives. * Start alongside honest organizational needs assessment. * Initiate alongside carefully planned in addition to tailored process. Consider organizational diversity, culture, values. * Okay so that pilot alongside most strategic units in addition to then expand throughout organization as benefits defined, observed in addition to quantified. 12 Guiding steps 1. Identify sponsor, target employees, philosophy, in addition to structural framework. 2. Obtain resource commitment so that assess need. 3. Identify estimates of organization competency needs over an appropriate time frame. 4. Complete employee competency assessments in addition to estimate target employees? competency gaps.

Determine estimates of target employees? life-career needs in addition to preferences. 6. Draft objectives in addition to identify candidate approaches in consideration of delivery of services. 7. Develop a draft plan in consideration of a start-up. 8. Brief senior (or other) managers in addition to obtain resource support so that implement start-up process plan. 9. Organize in addition to brief the members of an Employee Development Advisory Panel. 10. Implement in addition to evaluate the start-up process. 11. Brief senior (or other) managers on the outcomes in addition to lessons learned from the start-up experiences. 12. Institutionalize in addition to evaluate the competency-based employee development process. Refer so that article in consideration of complete details in addition to discussion of each step . . . ÿ QUESTIONS????

Matthews, Don Freelance Writer

Matthews, Don is from United States and they belong to Freelance Writer and work for Tucson Weekly in the AZ state United States got related to this Particular Article.

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