This week’s blog requirement is to post a personal development plan that includes four types of development you can advocate to your current employer or that you will pursue on your own, and a rationale for each development idea. We were also to post a brief PowerPoint slide presentation to make the case for a company-wide employee development plan. This follows the developmen plan post
Noe (2013) suggests today people view careers as protean and boundryless, with the average length of stay with any given company averages around five years. After going back to school and earning my bachelor degree in the early 80’s, my career was definitely protean, in part, for monetary reasons and to keep life stimulating and exciting. But regardless of the type of career or at what stage a person is in their career, creating or updating a personal development plan can be beneficial in identifying personal strengths, weaknesses and future goals. Noe (2013) suggests personal development planning should include several areas, including defining professional goals, strengths, developmental opportunities and action steps. In other words, after defining where you want to go and what needs to be done to get there, you want to ask yourself what steps are needed to accomplish the plan?
Noe (2013) states a career involves “four stages: exploration, establishment, maintenance, and decline” (p. 442). I would consider myself in the latter two stages with a step back into an establishment phase. So for this post I will discuss several development areas associated with three stages of one’s career.
I have always been a proponent of lifelong learning whether informal or formal. Continued Education is an important aspect of maintaining and keeping skills/knowledge up-to-date. It is important that I stay knowledgeable in current business trends and even becoming proficient in using smart technology.
Ongoing Assessment and Appraisal is important to keeping a well-balanced life and work balance. Life challenges are ongoing and it is important to keep life demands in check and not allow stress and conflict lead to health and/or emotional distress.
Social Networking and use of social media is a challenge for many in my generation group, not so much because of technical challenges, but rather the sense it has dumbed down society and has made people too dependent on others. But this is a growing trend and staying up-to-date on the technology and with generational trends in necessary to keep relevant if personal or professional growth is the goal.
Lastly part of my updated development plan will include preretirement socialization. While I have left the corporate world I do have a small business plus am engaged full-time in formal education. Noe (2013) suggests mentoring and coaching has benefits not only to help ‘protégés’ but for mentors to develop their interpersonal skills and self-esteem. I think this can be done both inside and outside the workplace and can align with pre-retirement socialization. One example would be to help develop older workers management skills or using smart tools to create a social network profile.
Finally in staying aligned with my protean life, revisiting my development plan keeps me in touch with my skill base, where I need improvements and the best way to manage changes in life and in career.
Noe, R. A. (2013). Employee training and development (6th ed.). New York, NY: McGraw Hill.
Slide 1 – Development are step or programs that help employees perform effectively in their current job or future job with the company such as formal education, job experiences, building relationships, and assessments of personality and abilities (Noe, 2013). I have outlined five critical reasons this organization should adopt and implement employee development strategies.
Slide 2 – Training and development may seem similar, but there are differences. While training focuses on helping employee’s improve performance in their current jobs, employee development prepares them for other positions in the company and develops their skill set to move into positions yet to exist (Noe, 2013).
Slide 3 – Chart
Slide 4 – Commitment and Retention: Development is critical to hold on to current leadership talent and to attract new talent. It is also critical to develop employees with leadership potential (Noe, 2013). Talent Acquisition (Management): Prepares employees for change in current jobs due to new systems, technology or new product development. It also prepares them or provides them the ability to move into new roles within the company or to fill new jobs created by new technology or product lines (Noe, 2013). Increasing Employee Retention (Non-Management): Development activities help non-management employees develop managers’ skills that can increase in-house talent. Developing Employee Initiatives: Employee development programs show employees the company in invested in them; that the company is committed in developing their skills for personal growth and promotions (Noe, 2013). Development programs also create a positive work environment which acts as incentive for current employees to stay as well as potential employees to bring their talent. Creates Competitive Advantage: Development is vital to the personal growth of high-potential managers keeping them with the company rather than seeing them leave to join competitors.
Slide 5 – Three types of employee development initiatives I recommend this company implement immediately are: Formal Education Programs/Executive Education. These include university programs and executive MBA programs, while innovative companies offer customized programs in-house. These programs are designed to keep management up-to-date on real-world environments, improving their skills (Noe, 2013). Tuition Reimbursement. Tuition reimbursement encourages all employees to develop, not just those at the management level. Interpersonal Relationships. Mentoring and Coaching provide benefits for employees such as developing skills and increasing their knowledge about the company as long as interaction is with a more experienced and positive organizational member (Noe, 2013). Mentoring and coaching programs also can develop positive leadership qualities; Pace (2010) suggests positive mentoring can increase “profitability, productivity, quality, innovation, customer satisfaction, and employee retention” (p. 44).