Raymond Noe (2013) speaks to both the professional and personal aspects of employee development. Such development is beneficial to both employee, who is not only better equipped to do the tasks at hand but also prepared for the next career steps, and the company, which by developing the employee tends to get a better equipped and more loyal asset. With these two factors in mind, I would propose the following four types of development to my company for my personal development.
Tuition Reimbursement / Formal Education
As an employee who already possesses a Bachelor’s degree, it is important to me personally to grow. One of my mentors speaks often of being a “student for life,” and though he speaks of both formal and informal learning, his principal applies to formal education as well. Many companies provide such educational opportunities in-house (Noe, 2013), so as to more closely tie the education to company goals. Others, like Verizon Wireless, offer reimbursement programs so that the employee can pursue an education outside of the company. The only stipulation is that the courses taken are related to the employee’s job. In my case, the course work would not only apply to what I am doing now, but also prepare me for a number of other positions both inside and outside of the company.
Unlike many development programs, which seek to “fix” an employee’s deficiencies, reflected best-self assessment (Pace, 2010) looks to identify and enhance an employee’s strengths! This is accomplished by surveying 20-30 of the employees co-workers, friends, and family members, asking what the employee was doing when they considered him “at his best.” I thrive on positivity, so such an assessment would be a boon to my self-esteem. Further, it would help me to maximize the strengths I already possess, and channel them for greater productivity.
I have always been a proponent of the mentoring process (Noe, 2013), where a senior, productive employee takes as it were a less senior employee under his wing and teaches him or her about the business. I have had several mentors over the years, who have taught me about public speaking, writing, business acumen, and other subjects. I look forward to the next mentoring relationship, in which I hope to develop my own employee-development skills, preparing those who work for me for the next steps in their careers.
Several times over the years I have been fortunate to serve on what my company calls “core teams.” These teams, formed generally to either create a curriculum or enhance a business practice, generally require a roughly 5-10% time commitment – that is, for the average employee, 2-4 hours per week would be devoted to the team’s work. I would like to expand that percentage and take a temporary assignment in another part of the company or on a deeper core team. Such an assignment would expose me to different parts of the business, where I would develop new skills associated with that part of the business, and gain a greater appreciation for the company as a whole. Further, such an assignment would open my eyes to new possibilities as I work through what Noe (2013) describes as a “job tryout.”
Each of these development opportunities would yield a benefit to the company as well as to me, in each case enhancing my capabilities in my current role and preparing me for the next. While this blog post is for a school assignment, I plan to discuss these development opportunities with my manager to see which of them is feasible.
The PowerPoint presentation below, which represents the second half of the week’s assignment, examines a proposal for employee development which could be presented to a company’s human resources or training department.
Noe, R. A. (2013). Employee training and development (6th ed.). Boston, MA: Irwin/McGraw-Hill.
Pace, A. (2010). Unleashing Positivity in the Workplace. Training and Development, 64(1), 40-44. Retrieved from Academic Research Complete Database