8.1.3 Developmental Activities There are several ways through which employees can reach the objectives stated in the On-the-job training. Each employee is paired with a coworker or supervisor who programs includes how many hours a day or week training will take place and designs a formal on-the-job training course. The design of these mini-training Courses. Some large organizations such as McDonald's, Motorola, Capgemini universities. Other organizations may provide tuition reimbursement. Given the and Ernst & Young offer in-house courses given at their own corporate developmental plans, including learning objectives. proliferation of online courses, employees have a wide variety of options from which to choose. Self-guided reading. Employees can read books and study other resources on their own. Once again, it is important that an objective be set regarding what will be read and within what time frame as well as what measure(s) will be used to assess whether learning has taken place. Mentoring. Many organizations have mentoring programs. In general terms, mentoring is a developmental process that consists of a one-on-one relationship haarbitrarily assigning who will be mentoring whom. In general, tentos e In a senior ( mentor) and junior (protge) employee. For such programs to ful, it is best to allow the mentor and protege to choose each other rather le models and teach protgs what it takes to succeed in the organization. In Specinc terms, mentors can help proteges gain targeted skills conference. Another way to acquire required knowledge and skills is Asar an employee's attendance at a conference or trade show. It is useful to ryte that the employee provide a written report or even deliver a presentation fuming from the conference. In this way, it is easier to assess what has Anamned and, in addition, the knowledge gained can be shared with other nizational members. d. Some organizations provide tuition reimbursement benefits for their employees to obtain additional degrees or certifications. For example, the arization can sponsor an employee's MBA program or an employee's talanga are with the goal of earning a certification designation (eg Certified Novell Administrator, Professional in Human Resources). In most cases, employees commit continuing the relationship with their employer for a prespecified amount of time atler completing the degree. If the employee leaves the organization before this time Idion. Another way to gain necessary skills is to be assigned to a different job frame, he may have to reimburse the organization for the cost of his education ona temporary basis. This is the model followed in the medical profession in which residents have to rotate across specialty areas for several months (e.8OB-GYN, psychiatry, pediatrics). For example, residents may be required to rotate across the arious emergency medicine services for a 19-month period. mental activities. Note that the form includes space so that information can be inserted regarding what activities will take place when, what the objectives are, and whether the bjective has been met or not. Employee Develop 201 . plan can be part of the appraisal form, or it can be included in a separate form. The form iduded in Figure 8.1 shows that employees have several choices in terms of develop- Temporary assignments. A less systematic rotation system includes the opportunity to work on a challenging temporary assignment. This allows employees to gain specific skills within a limited time frame. Membership or leadership role in professional or trade organizations. Some employers sponsor membership in professional or trade organizations. Such an organization dis- tributes publications to its members and holds informal and formal meetings in which employees have an opportunity to learn about best practices and other useful information for their jobs. For example, this could include the Society for Human Resource Management (www.shrm.org) or the Chartered Institute of Personnel and Development (http://www.cipd.co.uk/) for human resources (HR) professionals. Also, presentation, communication, planning, and other skills can be learned while serving in a leadership role in a volunteer organization outside of work. Table 8.1 includes a summarized list of developmental activities that may be avail- pleaming style, which of these activities do you believe would be most beneficial to you? Please rank these activities in terms of your preference. An example of a developmental plan is included in Figure 8.1. The developmental 8.3.3 Characteristics of a Good System Fortunately, there are several things that can be done to maximize the chance that the system will work properly. First, in general terms, consider the following advice: 360-degree feedback systems...are always work in progress-subject to vulner- abilities, requiring sensitivity to hidden conflicts as much as to tangible results, from poor performance and how to provide feedback in a constructive manner poses, raters should be trained. Mainly, this includes skills to discriminate a but nevertheless responsive to thoughtful design and purposeful change. Companies that have success with these programs tend to be open to learning and willing to experiment. They are led by executives who are direct about the expected benefits as well as the challenges.... By laying themselves open to praise and criticism from all directions and inviting others to do the same, they Second, in more specific terms, when systems have the following characteristic Anonymity. In good systems, feedback is anonymous and confidential. When she is the case, raters are more likely to provide honest information regarding perfor Emphasis on behaviors. Although systems can include feedback on both behavion Raters go beyond ratings. In addition to providing scores on the various dinett sions, raters should provide written descriptive feedback that gives detailed and constructive comments on how to improve performance. It is helpful if this Raters are trained. As in the case of providing evaluations for administrative pur guide their organizations to new capacities for continuous improvement they are most likely to be successful.27 Observation of employee performance. Only those with good knowledge and so ance, particularly when subordinates are providing information about superiores hand experience with the person being rated should participate in the There is no point in asking for performance feedback from people who are not able to observe performance. Feedback interpretation. Good systems allow the person being rated to discuss the feedback received with a person interested in the employee's development In most cases, feedback is discussed with the direct supervisor. In other cases, the discussion can involve a representative of the HR department or a superior to whom the person does not report directly. Follow-up. The information gathered has little value if there is no follow-up action. Once feedback is received, it is essential that a developmental plans created right away. Used for developmental purposes only (at least initially). When 360-degree feedback sys tems are used for administrative purposes such as promotions and compensation raters are likely to distort the information provided. Make it clear that the purpose of the system is developmental and developmental only. Initially, the information col lected should not be used for making reward allocations or any other administrative decisions. However, the system may be used for administrative purposes after it has been in place for some time-approximately two years or so. . Avoidance of survey fatigue. Survey fatigue can be avoided if individuals are no asked to rate too many employees at the same time. For example, data collection can be staggered so that not all surveys are distributed at the same time. behaviors can lead to the identification of concrete actions that the person rated can take to improve performance. information also includes specific examples that help support recommendations provided. the ratings 9. What do you feel is the biggest risk of a 360-degree feedback system? 10. On the list the characteristics of a good 360-degree feedback system in section 8.3.3, which two do you feel are most important, and why