Employee development entails the growth of a person’s ability to function effectively in their current or future job and work for the organization.
Business Question
There are 4 responses. Read each response and write a 100-word response for each.
Response 1.) Leslie
Employee development entails the growth of a person’s ability to function effectively in their current or future job and work for the organization. Development activities include formal education, job experiences, professional relationships, and assessment of personality, skills, and abilities that help employees grow professionally. Formal development programs include classroom instructions, online courses, college degree programs, and mentorship programs designed with specific goals, learning objectives, assessment instruments, and expectations. Formal education is customized to develop the skills and knowledge of the employees as required by an organization. For instance, they may be short courses offered by a third-party consultant, University, or other academic institution. They are programs such as the executive MBA programs, University on-campus programs, and others that assist in enhancing the employee’s skills. The most effective method of providing formal education is the active learning method. Examples of formal education training programs are leadership conferences conducted by corporate companies, new manager’s development courses, executive programs, and officer workshops, to name a few. These development courses engage employees in several ways and ensure that they develop adequate skills to perform their roles effectively. Many companies support formal education by providing them a tuition reimbursement for their traditional education programs. You can consider this variable (tuition reimbursement) part of their salary to encourage them to enhance their skills and knowledge. In addition, the management ofter reimburses for the college and university degree programs in their employee development process.
Dachner, A., Ellingson, J. E., Noe, R. A., & Saxton, B. (2019). The future of employee development. 2019 Faculty Bibliography. 77. John Carroll University. https://collected.jcu.edu/fac_bib_2019/77/
Response 2.) Carter
Noe et al. (2020) note that organizations may use formal education programs to promote employee development. These programs may include “short courses offered by consultants or universities, executive MBA programs, and university programs.” (Noe et al., 2020, p. 403).
My previous employer offered a tuition reimbursement program to all employees. That is, the company would repay a portion of employee costs related to college and university courses (Noe et al., 2020). The employee was required to submit appropriate documentation, and the employee needed to remain with the organization for a certain amount of time after obtaining the degree. If the employee chose to leave the organization before the period expired, the employee would have to repay the organization for the university reimbursements received. Furthermore, the degree being pursued would need to be relevant to the employee’s job.
Some organizations work with colleges and universities to develop programs tailored to the firm’s specific needs (Noe et al., 2020).
Noe, R. A., Hollenbeck, J. R., Wright, P. M., & Gerhart, B. (2020). Human resource management (12th ed.). McGraw-Hill Education.
Response 3.) Mary
There is a process that should be considered when a mid-level manager is expected to coach employees they should be as knowledgeable in the area of training and coaching to be able to provide a deep scope of information. Providing mid-level managers with the tools they will need to be successful and that will develop them into better managers they will need to make sure that they are adequately trained to provide adequate feedback. They should have (Noe, Hollenbeck, Gerhart, & Wright, p. 422, 2021). opportunities to engage with employees where they can provide leadership, and feedback on a one-on-one basis so that employees will be informed about their actions on specific tasks.
The mid-level manager needs to always consider their approach when providing feedback to fellow peers and using communication to identify what areas the employee believes they need more development, assess current skillset and then help them to set realistic goals to achieve. Mid-level managers should focus more on motivating and providing peer support to help coach employees to help them stay on track while being an example of what you have been coaching to the employee. It is a win-win for organizations because the mid-level manager is increasing in knowledge while contributing to the development and coaching of another.
Reference
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (p. 403, 2021). Human Resource Management: Gaining a Competitive Advantage (12th ed.). McGraw-Hill Education. ISBN: 978-1-260-26257-5
Response 4.) Tomeka
A coach is a peer or manager who works with employees to motivate them, help them develop skills, and provide reinforcement and feedback (Noe, 2020, p. 422). In most cases, mid-level managers have a vital role in their leadership position. Middle managers are responsible for creating the conditions for leadership to happen. The challenge of leading from the middle mid-level managers may sometimes find it very stressful. However, they can meet the demands from above while providing resources to those below. Here are some helpful tips: Be one-on-one with an employee and always give feedback to help them help employees to be more independent and learn tasks for themselves. In addition to providing helpful resources like mentors, courses, or job experiences, being able to manage conflict management and always strive to have the best line of communication among employees and management. These options are essential in building a great team.
Reference
Noe, R. A. (2020, p.422). Human Resource Management (12th Edition). McGraw-Hill Higher Education (US). https://reader.yuzu.com/books/9781260780734
Requirements: 100 words each
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