At this point in time there is no structured program in tact that provides the employees this type of opportunity and that is why it is of utmost importance to align a program that suits the needs of your current and future employees. An Employee Development Program (EDP), also considered a mentoring program, can help to establish the needs of each employee that takes part in the program and can also help re-align their thinking to be more optimistic and career goal oriented by setting a path for growth plans.
In the past, employees are hired and trained to only do one thing, which is the job that they were hired to do. Now, employees are striving to move forward in their careers, yet are left like a fish out of water because there isn’t a structured avenue as to “how” they can advance. With this being said, many employees may feel neglected and/or unappreciated and in-turn may seek employment elsewhere. The rational of this idea is that if you make your employees happy and they feel appreciated, then the quantity and quality of work will be increased and you will have more of a loyal and seasoned employee. Implementation
In training and developing employees, it is important that managers and supervi¬sors know how; • to assess employee training needs
• to set performance goals and
• to plan developmental strategies accordingly.
These three steps make development an individualized, systematic process. The process of assessing the employee’s needs and goals should involve a discussion or series of discussions between the supervisors and subordinate. Before beginning these discussions, several issues should be considered: What is required of the employee? What the employee will be required to do as a result of the de¬velopmental process, if anything, should be clear in the supervisor’s mind before this process is begun. There is little question who is responsible for assess¬ing training needs and planning strategies to meet these needs. Most organizations hold the supervisor responsible for seeing that subordinates are trained to do their jobs. However, assessing career goals and the education and skill development needed to achieve these goals is another matter. Who is responsible for employees’ career development is very often not clear. In helping employees assess career goals and education and development needs, the supervisor has to decide how far his or her responsibility in career counseling extends and how far he or she is willing to go to provide help. Within the Employee Development Program that I am recommending, the employee will have final responsibility for managing and developing his or her own career; however, the supervisor will help in many ways and be somewhat of a facilitator of decisions. A potential problem that could possibly arise within the employee development program is that of raising hopes about promotions. Many organizations and many supervisors avoid career discussions for this reason alone. They fear career development discussions will raise unrealis¬tic expectations about promotion. Although not...