Strategic Employee Development

1. Employee Development

2. Employee development- the combination of formal education, job experiences, relationships, and assessment of personality and abilities to help employees prepare for the future of their careers. • At a very high-level, employee development is a process of working with employees to improve, enhance, refine and hone existing skills, and to also develop newer ones, in support of the organization's mission and goals. • Employee development is a joint initiative of the employee as well as the employer to upgrade the existing skills and knowledge of an individual. Organizations must encourage their employees to participate in employee development activities that helps in personal as well as professional growth which contribute in organizational growth. A things about Employee Development

3. On-the-job, Off-the-job • Lecture, Case Study, Simulation • Programming Learning, Vestibule Training • Task/job Rotations • Committee Assignments • Assessment Center • Coaching, Mentoring • Under Study Assignments • Workshops/Committees/Working-Groups • Conferences, Seminars • University Education • Observation Tour • Management Development Program • Externship • eLearning We are not discussing on

4. RethinkingEmployee Development

5. Strategically Thinking

6. RBV is a managerial framework used to determine the strategic resources a firm can exploit to achieve sustainable competitive advantage. • Barney's 1991 article "Firm Resources and Sustained Competitive Advantage" is widely cited as a pivotal work in the emergence of the resource-based view. Resource-Based View

7. Service Sector can take Human Resource as the most sustainable competitive advantage • The key managerial tasks are: • Identify the firm's potential key resources. • Evaluate whether these resources fulfill the following criteria (also known as VRIN criteria: • Valuable - they enable a firm to implement strategies that improve its efficiency and effectiveness. • Rare - not available to other competitors. • Imperfectly imitable - not easily implemented by others. • Non-substitutable - not able to be replaced by some other non-rare resource. • Develop, nurture and protect resources that pass these evaluations. Resource-Based View If it is not currently, then Create it

8. Customer Focused • Total Employee Involvement • Process Centered • Integrated System • Strategic and systematic approach • Continual improvement • Fact based decision making • Communication TQM Increase customer experience or be more affordable

9. W. EDWARDS DEMING’S 14 Points FOR TOTAL QUALITY MANAGEMENT

10. American economist and management professor William Ouchi, following the X and Y theory by Douglas McGregor in the 1960s initiated theory Z in 1980s. • Based on the Japanese consensus style. • Organizations could learn from Japanese experience. • Theory Z promotes stable employment, high productivity and high morality and employee satisfaction. • The loyalty of employees is increased by offering them a job for life with a strong focus on employee well-being both on the job as well as in their private lives. Theory Z

11. Assumptions

12. Lifelong learning is the "ongoing, voluntary, and self-motivated" pursuit of knowledge for either personal or professional reasons. Therefore, it not only enhances social inclusion, active citizenship, and personal development, but also self-sustainability, as well as competitiveness and employability. Life long learning

13. 10 Ways ofLife- Long Learning

14. Develop a habit of reading widely and often • Develop and keep smart company • Teach others – Knowledge Sharing, Experience Sharing • Keep a list of things you want to explore – Personal Goals • Start your own projects – Initiate something new • Use a personal learning environment – physical and learning style • Experiment with new ways to learn – use eLearining, LMS • Join a life long learners group – … • Create learning collaboration in job – sharing environment • Prioritize Learning - ‘learn something new everyday‘ • Do applied research required in your work – follow trends and observe them Eleven simple ways to be a life long learner

15. Cannot Ignore Hard HR As it is Basis for Entire HR Function

16. Strategic HR Direction and Governance • HR Philosophy, HR Vision, Mission, Objective, Values • HR Policy Documents and SOPs thereof • HR Business Plan • HRMIS • Employer Branding Policy • Talent Souring Policy • Head Hunting Policy • Internship and Engagement Policy • Training and Development Policy • Employee Engagement Policy • Employee Wellbeing Policy • Employee Grievance Handling Policy • Employee Performance Management Policy • Reward Management Policy • Succession Management Policy • Knowledge Management Policy • Corporate Academy • Life long learning • HR Risk Management …etc..etc … a long list … Strategic Alignment of HR Function

17. HR Audit • Training Audit • Employee Engagement Survey • Customer Satisfaction Survey • Walk-in Application Analysis • Internship Request Analysis • Employee Grievance Analysis • Exit Interview Analysis Followed byPeriodicExercises In alignment With HR Business Plan

18. Alignment of • Long • Medium • Short Term Goal with HR Activities How?&Why?

19. Employer’s perspective • Employee’s Perspective Perspectives to Employee Development

20. Reducing talent turnover • Dealing with ongoing skills gap • Aligning employee development with organizational need • Adapting to changing business structure • Remain Competitive Human Resource Perspective

21. Creating a Win-Win Situation for Employee Development

22. Harmonization of Interests

23. Considering • Change in business environment • Change in nature of business • Change in clientele (demographic & Psychographic) • Change in level of competition • Change in employee expectations • Changes in technology • …… • …… Long Term Goal

24. Ask Employee to draw a picture of Organization • Organizational perspective vis-a-vi Current situation • Future context vis-a-vi Current competition • Ask Employee to show where are they in future • Future role vis-a-vi Current role • Future accountabilities vis-à-vis Current responsibilities • Ask Employee what they would like to do to be there • Current competencies vis-à-vis Required competencies • Current efforts vis-à-vis Required efforts • Organizational initiative vis-à-vis Personal initiative Engage Employee on Development Activities

25. Are contemporary • Have zeal to learn and innovate • Have positive outlook toward the profession and employer • Sufficient tenure to recover investment • Skills set is rear • …. • …… • ……. Whom do you invest-on for Employee Development

26. For both the parties Ensure Value for Money

27. Encourage employees to participate in conferences and seminars in line with their position and skill sets • Employees learn a lot of new things while on job itself. Write critical incident notes and share with all other related employees • Human resource professionals must provide manuals, guidelines, checklists, organization policies for the employee to know what they are supposed to do in the organization. • Employees can also be provided additional responsibilities by their team managers. • Job rotation also helps an employee to develop and enhance their skills • Ask employees to work in teams. • Give adequate learning opportunities to employees • Performance appraisals also help in employee development. Methods of employee development

28. rabin.k.acharya@gmail.com • 98510-29440 or 9851-279378 • LinkedIn • Facebook • Instagram • https://virinchicollege.edu.np/ • https://egskill.com/ • https://icadr.org.np/ • http://www.sse.org.np/ • http://www.scdrr.org.np/ Thank you very much Everyone for Creating Wonderful Environment for Learning You may contact / connect me on