if organizations neglect certain challenges, then the employee development process will be cumbersome for the organization, frustrating for employees and of uncertain value for both. hr needs to show both managers and employees that development brings benefits. the 9-box grid is an individual employee assessment tool that evaluates the employee’s current and potentia levels of contribution to the organization. on-the-job training projects and “stretch assignments” give employees a chance to learn while doing real work. shadowers view the organization from a different perspective and learn firsthand about the challenges facing workers in other departments.
many business leaders and hr practitioners believe that succession planning is a complex process, restricted to the largest organizations with the most sophisticated organizational development departments. a corporate university is also a tangible symbol of the organization’s commitment to learning and growth. enlightened employers are redesigning supervisor and leadership training and development to accommodate the more interactive and collaborative work styles of millennials. employees who are excluded from employee development opportunities, such as mentoring programs, may perceive that the exclusion is due to discrimination based on their membership in a legally protected class. hr professionals often struggle to demonstrate the value of training and development to executives. assessment of employee training and development programs may be conducted at five levels—participant reaction, participant learning, participant behavior on the job, business results and return on investment.
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