Management Development Programmes are the

training methods for enhancing organizational

performance through experiential learning.
Human Resources Development can be defined
simply as developing the most important section
of any business its human resource by, attaining
or upgrading the skills and attitudes of employees
at all levels in order to maximise the effectiveness
of the enterprise

Objective
A key feature of
future top organizations
will be to know how to
boost the motivation
and learning potential
on all levels of the
organization.
Its primary focus is
on growth and
employee
developmentit
emphasizes developing
individual potential and
skills

Purpose of mdps :

MDPs provide
considerable intellectual
stimulation.
We acquire a nodding
acquaintance with new
concepts and new
developments in the area
of managerial techniques.
The third benefits one
derive from an MDP is the
embellishment of ones
vocabulary-and this is
good thing if the jargon is
used circumspectly, and
with the fact and
understanding

Personal Mastery Openness

to ongoing individual
development in order to be
ready for the continuously
changing challenges in a
learning organization to create
a context for oneself that - as a
creative network - stimulates
learning and growth.
Mental Models The reflection
on the inner maps and the
deeply ingrained assumptions
that influence how we
understand the world and how
we take action. Above all, this
means, to comprehend the
strong interconnections
between our thinking and our
actions.

Building a shared Vision

Creating identification by
building a shared picture of the
future and translating it into a set
of principles and guiding
practices.
Team Learning Ability for
effective communication, conflict
solving and consensus building in
work groups and teams, in order
to make optimal use of existing
resources and capacities.
Systems Thinking Thinking in
complex interconnections
Evaluating organizational
challenges in terms of
interdependencies and effecting
cycles and developing effective
ways to design systems

The most general term to indicate a

meeting for discussion - most
commonly adopted by associations and
organizations for their regular
meetings. It is usually associated with
the most traditional type of
presentation, that is, papers followed
by questions.

Seminar - The first meaning of this term

refers to a group of students studying
under a professor with each doing
research and all exchanging results
through reports and discussions. Its
second definition: 'debating special
issues' preserves the conversational
character of the term 'seminar'.

Colloquium - This term indicates both a

traditional conference and a
conversational seminar. Colloquia tend
to privilege the aspect of debate.
Symposium - Nowadays, this describes
a meeting to discuss a particular
subject, but its original meaning defines
it as a drinking party devoted to
conversation and following a banquet. A
symposium thus has a slightly more
informal character than a conference.

Roundtable - The roundness of the table

clearly symbolizes the equality of all
participants. Each of them will have the
same right to take the floor. Roundtables
commonly bring together academics who
usually are invited as key-note speakers.
Discussion nevertheless plays the
leading role in this kind of meeting.

Workshop - Taken from the language of

manufacturing, the term workshop
indicates a brief intensive educational
program for a small group of people
that focuses on techniques and skills in
a particular field. In academia, it is
adopted to describe meetings reserved
for small groups of specialists who
come together for concerted activities
or discussion.

Employee development refers to the steps

taken within a company to encourage each
employees professional and personal
growth.
Employees within organizations that offer
employee development feel valued by their
employer and produce larger amounts of
quality work.
By developing the employees both
professionally and personally, the
organization benefits from this growth.

Coaching and Mentoring: Providing

discussions with your employees about
coaching and mentoring opportunities
in their long term goals. the workplace
can be an excellent employee
development activity.

Employee Referrals
Over 90 percent of employees in the manufacturing
area at 2010 Top Small Company Workplaces Award
Finalist NewAge Industries are referrals from current
workers a practice encouraged by management as
they pay out a $1,000 bonus for successful referrals.
Management has found that this practice helps to
reduce hiring costs and results in higher quality
applicants as employees are very conscious not to
recommend substandard workers since everyones
compensation is linked through the incentive
systems.

Production and manufacturing employees at our 2008 Top Small Workplace New
Belgium Brewing have additional skill requirements, training processes and competency
checklists they must master. New employees work closely with co-workers observing
specific tasks and equipment procedures. Once the more experienced employee observes
the new recruit mastering the equipment or process, he/she signs off on the checklist and
the new recruit moves on to the next competency. This self-paced, flexible process takes
into consideration a persons previous experience, knowledge and skills. Management
has observed that employees working side by side, in a less pressured manner, often
leads to improved communication and work relationships.

While technical proficiencies are essential, most

staff at 2008 Top Small Workplaces
FinalistHUIwould acknowledge that it is the
interpersonal training that really accounts for their
success. All employees undergo a series of training
sessions in Group Dynamics where they learn how
to collaborate more effectively as team members.
The sessions are conducted on site, facilitated by
internal staff and incorporate many hands-on
exercises to help employees practice the concepts.
For example, team members are required to
discuss each others performance directly with
other team members without a manager present.
At the end of the training employees learn:

Beginning with entry-level associates, crosstraining and experimentation with different

responsibilities within the organization are
always encouraged at 2009 Top Small
WorkplaceTohono Oodham Nursing Care
Authority. It is not uncommon for new
associates in housekeeping to be allowed to
assist with hosting hands-on activities for the
residents or transfer to the dietary
department. This is an organizational
imperative as it allows the facility to operate
with a minimum amount of staff, most of
whom are well-versed across functions.

Prepare the employee

To get the employee thinking about their own development and the
areas where development can occur, here is a series of questions you
will want to ask the employee.

What are the skills needed to do your job? How well do you perform them?
What aspects of your job do you like least/best?
What major accomplishments have you achieved since your last performance
appraisal?
In what ways can your supervisor and/or the organization help you to do a better
job?
What changes would you like to see in your current job?
What are your job goals for this next year?
Where do you see yourself in five years?
What have you been doing to prepare yourself to move ahead in your career?
What activities would help you develop yourself?

An excellent time to begin the developmental process is during the

performance appraisal. Get the questions to the employee well in
advance of the appraisal interview to give them time to prepare.Their
answers will help guide the discussion.

Provide Development opportunities

There is a vast array of things you can do to help
the employee develop and every employee is
different.Here is a list of some developmental
approaches you can consider.

Training
Training is obviously first on the list. Often, training
needs are simply defined by looking at the employees
performance or by understanding their experience or
lack of experience with the specific job tasks.
Peer Coaching
Employees coach other individuals on their jobs. The
benefits are two-fold. First, the employees develop
skills in other areas and can fill in for their counterpart
if that person is on vacation or out sick. Also, in the
process of teaching another person, the teacher
themselves becomes more proficient.

Job Design Changes

Here, the employee defines all aspects of their job and makes
suggestions as to how the job might be redesigned to enhance
proficiency. You may be surprised by their creativity and superior
ideas. Even though you may not be able to totally revamp a job, the
employee understands the job better and you begin to recognize
some of their concerns.
Representing the Department
Have the employee represent you, the team, or the department at
an important meeting. Have them report back the proceedings to
you and/or the team. In the process, the employee has a better
understanding of how the team, the department, and their job fit
into the big picture of the organization.
Delegate Special Projects
Make certain the project challenges the employee. The project must
be seen as meaningful.Also, make sure the employee views the
project as a reward for good work in other areas of their job.In
doing so, the assignment becomes a motivating experience and not
just more work.
Assist the Boss
Assign an employee to assist your boss or another executive on a
special assignment where the employee will be exposed to new
business perspectives of the organizations business.

Monitor Progress
Observe how the employee is doing.
Schedule to meet at least once per quarter to
discuss how things are going.Ask questions;
review any quantity and quality measures
that are relevant. Give ongoing feedback on
what the individual is doing well and what
they need to be doing differently. Feedback is
critical to the success of the developmental
process.If you do not follow up with them,
you are essentially telling the employee the
developmental process is not all that
important to you.If it is not important to you,
how can you expect the employee to take it
seriously?

Create Confidence
Let them know you are always available.
Give the employee the encouragement
and support needed to feel confident in
his or her ability to succeed.When
things do not go as well as planned,
focus on what went right. You are asking
the person to go beyond their current
level sotake it one step at a
time.Sometimes we must take smaller
steps to ensure a successful outcome