Could someone answer this question for me, please?
Your supervisor has asked you to research ideas on career development activities for its employees that your company can implement. Post your ideas for the top three career development activities that you think your organization and other organizations should provide for their employees. Why are these important? Consider your answers as well as other students' answers. Based on this discussion, did you change your ranking? Why or why not?
From United States, Las Vegas
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Your supervisor has asked you to research ideas on career development activities for its employees that your company can implement. Post your ideas for the top three career development activities that you think your organization and other organizations should provide for their employees. Why are these important? Consider your answers as well as other students' answers. Based on this discussion, did you change your ranking? Why or why not?
From United States, Las Vegas
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Hi Morti,
Normally, when we talk about career development, the first step is training and development. If a person is eligible for a promotion after the senior retires, then grooming them for that future position is essential. This can be easily achieved for executives through succession planning.
Additionally, linking performance appraisals with incentives and incorporating other training and development strategies play crucial roles in career development. Succession planning determines who will receive promotions, and for company growth, it is important to prepare individuals for their new roles effectively through development programs.
In conclusion, both succession planning and development strategies are vital components for fostering career growth within an organization.
From India, Vadodara
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5Normally, when we talk about career development, the first step is training and development. If a person is eligible for a promotion after the senior retires, then grooming them for that future position is essential. This can be easily achieved for executives through succession planning.
Additionally, linking performance appraisals with incentives and incorporating other training and development strategies play crucial roles in career development. Succession planning determines who will receive promotions, and for company growth, it is important to prepare individuals for their new roles effectively through development programs.
In conclusion, both succession planning and development strategies are vital components for fostering career growth within an organization.
From India, Vadodara
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Let me try to give answers to your points one by one.
Top three Career Development Activities [according to me]:
1. Chance to Perform: Give sufficient chance to the employees to show their performance and measure it efficiently. Keep the targets in a reachable area (not too low, but not too high either).
2. Train your employees for the next level (i.e., train executives, engineers in people management skills so that they can become team leaders/managers).
3. Provide sufficient time (and allowance) for external studies (i.e., give time to employees to pick up an executive MBA, some soft skills, attend seminars, etc).
The reason is obvious.
1. With a chance to perform, a person can show what he is capable of and can be promoted to the next level if he meets the employer's expectations. In case the targets are unreachable or too high, and even a good employee is not able to reach it, he will feel disheartened and may ultimately leave the company.
2. Training: Without extra skill sets and training for higher levels before the person is promoted, he may not be able to perform at his next level and may become a liability for the company.
3. External Training: Certain skills such as executive MBA, Technical Skills such as JAVA, .NET, etc., cannot be provided in-house. In such cases, employees need to be encouraged to go out and improve/increase their skill sets. Eventually, it is the company that would benefit from it.
From India, Ahmadabad
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Top three Career Development Activities [according to me]:
1. Chance to Perform: Give sufficient chance to the employees to show their performance and measure it efficiently. Keep the targets in a reachable area (not too low, but not too high either).
2. Train your employees for the next level (i.e., train executives, engineers in people management skills so that they can become team leaders/managers).
3. Provide sufficient time (and allowance) for external studies (i.e., give time to employees to pick up an executive MBA, some soft skills, attend seminars, etc).
The reason is obvious.
1. With a chance to perform, a person can show what he is capable of and can be promoted to the next level if he meets the employer's expectations. In case the targets are unreachable or too high, and even a good employee is not able to reach it, he will feel disheartened and may ultimately leave the company.
2. Training: Without extra skill sets and training for higher levels before the person is promoted, he may not be able to perform at his next level and may become a liability for the company.
3. External Training: Certain skills such as executive MBA, Technical Skills such as JAVA, .NET, etc., cannot be provided in-house. In such cases, employees need to be encouraged to go out and improve/increase their skill sets. Eventually, it is the company that would benefit from it.
From India, Ahmadabad
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Hi,
The three, according to me, are:
- Job Rotation - Internal Job Boards [Skill Matrix]
- Self Development Scheme
- Skill Profiling
These are three sources of information for HR and employees based on how these tools are used. Organizations use the above three in different ways, and not all use all three. Many organizations don't do skill profiling, and some do not have a concept of job rotation.
The above are critical because they help HR track skill progress, managers track skill gaps and recommend training, employees identify skill gaps for a higher position, and put the onus of self-development on the employee, which is approved by the manager and has to be relevant to the person's line of business or future requirements.
Regarding the other answers, I cannot comment. It does not change my response. What I have put here is very basic and straightforward as practiced.
From India, Bangalore
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The three, according to me, are:
- Job Rotation - Internal Job Boards [Skill Matrix]
- Self Development Scheme
- Skill Profiling
These are three sources of information for HR and employees based on how these tools are used. Organizations use the above three in different ways, and not all use all three. Many organizations don't do skill profiling, and some do not have a concept of job rotation.
The above are critical because they help HR track skill progress, managers track skill gaps and recommend training, employees identify skill gaps for a higher position, and put the onus of self-development on the employee, which is approved by the manager and has to be relevant to the person's line of business or future requirements.
Regarding the other answers, I cannot comment. It does not change my response. What I have put here is very basic and straightforward as practiced.
From India, Bangalore
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Intro to Employee Training & Development - PPT.ppt
Pre Training Skill Assessment - Employee - HO.doc