Discussion: Employee’s Role in Employee Development

In the previous week, you learned how to successfully implement a performance management program. Having a well-designed management program can provide many advantages for both the organization and the employee. Most of the time, the direct supervisor has the important role of designing an employee development plan with short- and long-term objectives. It is often integrated and used as part of the employee review to ensure the employee is developing based on these objectives. Including the employee in the development plan can help increase the motivation and “buy-in” of the employee. Short and long-term objectives can be geared to reach the employee’s desired professional growth, while still meeting the needs of the organization.

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For this Discussion, consider what role the employee has in working collaboratively with his or her direct supervisor to set short- and long-term objectives for the employee development plan. Consider who has the most accountability for ensuring the proper objectives are developed and met. How do these two roles work collaboratively to optimize this outcome?

BY DAY 3

Post a cohesive and scholarly response based on your readings and research this week that addresses the following:

In examining a performance management process, what are an employee’s role and responsibilities in working collaboratively with his or her direct supervisor to develop short- and long-term objectives in the plan? Who should be responsible for ensuring the objectives are being met? Who has accountability for ensuring that measurable objectives are developed and met?

References

Drucker, P.F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109. Retrieved from harvard.edu

Heathfield, S. (2014) Performance improvement plan. About Money.com. Retrieved from https://www.thebalancecareers.com/performance-improvement-plan-contents-and-sample-form-1918850

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www.hbr.org BEST OF HBR 1999 Success in the knowledge economy comes to those who know themselves—their strengths, their values, and how they best perform. Managing Oneself by Peter F. Drucker • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Managing Oneself 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0501K This document is authorized for use only in Laureate Education, Inc. ‘s WAL MHRM 6600 Performance Management at Laureate Education – Baltimore from Mar 2019 to Apr 2020. BEST OF HBR 1999 Managing Oneself The Idea in Brief The Idea in Practice We live in an age of unprecedented opportunity: If you’ve got ambition, drive, and