Analysing the concept of Employee Development

Analysing the concept of Employee Development Human resources are the most important resources in any organization. It can be said that the success of any organization relies upon the success and performance of its employees. Organizations need to remain competitive within their respective markets and therefore they need their employees to equally competitive. Change management demands that competent employees are hired in order to facilitate the process of adapting to foreseeable challenges in life. Like the many forms of employee training, employee development programs are designed to address issues that affect employees. These issues range from corporate values and organizational missions to understanding and achieving personal career goals. This reports defines employee development (ED), addresses the main differences between training and development, highlights the significance of this process on the individual and organizational levels, points out various approaches used in implementing such process and finally it discusse s the roles of both employers and employee in the success development (Roth well, 2010). Definition of Employee Development The concept of employee development is not a new one. It has existed since the 1920s and it has changed and evolved depending on the ups and downs of the job market. When unemployment rates are low, making more jobs available, and organizations try to focus on keeping their current employees, so programs are designed with that in mind. When the market is more unstable and rife with lay-offs and downsizing, organizations might focus on cross-training their employees or teaching them more marketable skills. More recently, employers have adapted in such a way that they no longer expect to keep a new employee until their retirement. Hence, many organizations are now focusing their employee development programs on how to achieve personal goals, how to better prepare for various technological advances, and how to be more productive, in an overall sense. In doing this, an organization creates a culture that embraces and encourages employee growth, development and success, which in turn cont ributes to the overall success of the organization (Sims, 2001). Employee development is therefore a system of providing opportunities for employees to reach their full potential through improving their skills, knowledge and other attributes and to become of greater value for the organization. Normally it incorporates new hire orientation, training, career Management, and Management Development (Cavanaugh Cavanaugh, 2008). Development is about preparing for change in the form of new jobs, new responsibilities, or new requirements. Differences between training and development Training and development are processes that attempt to provide an employee with information, skills, and an understanding of the organization and its goals. In addition, training and development are designed to help a person continue to make positive contributions in the form of good performance. The term training is often confused with the term development. Training is defined as any attempt to improve employee performance on a currently held job or one related to it (Cavanaugh Kail, 2008). The key difference between training and development is that employee development is not always directly tied to observable, behavioral change. It cultivates individuals so that their organization and work group collectively possess the competencies essential to meet present responsibilities and prepare for future ones (Taylor, 2002). As such, training is designed to address current performance problems, whereas development focuses on preparing employees for future assignments. Training is focus on current immediate skills and abilities enhancements that will affect have results in the employees job today. Training tends to be more focused on building skills and abilities for individuals current jobs and tends to have a more short-term focus. Development is preparing the employee for a future. This imparts employees with hope for a future with the company or industry. It has a wider focus, longer time frame, and broader scope than training (Hawley, 2004). Importance of employee Development Employee development is the most salient aspect of organizational management towards achieving set business objectives. Qualified and competent workforce ensures that company objectives are realized through greater job outcomes. Training of employees equips them with appropriate skills and competencies to perform their duties satisfactorily (Keeton Sheckley, 2001). This leads to quality job outcomes which meet the expectations of stakeholders and customers alike. Satisfied clients are hitherto retained. Employee training also facilitates the process of acquiring new job skills relevant for solving challenges at workplace by employees. Development of employee training programs by a company integrates a culture of responsibility and accountability amongst the workforce in line with expected standards of quality and performance. Employees are equally motivated to work on their assigned duties towards developing their careers. To this end, employee training motivates workers. Employee d evelopment plays a major role in the organizational strategy. Employees are competing more for power, status, managers time and opportunities for personal growth and development. Approaches to Employee Development The best approaches to employee development takes into account various techniques appropriate for the composition of the workforce, the objectives need to be accomplished, and to allow for individual differences in learning styles. These approaches fall into four broad categories and many organizations combine these approaches: formal education, assessment, job experiences, and interpersonal relationships (Society, 1996). Formal Education Another option is tuition reimbursement. Some organizations will reimburse their employees for attending courses or earning a particular degree. This frequently, though not always, involves distance education programs. Advantages and disadvantages of off-site versus on-site approaches can be differentiated as follows: Advantages Get to learn outside of the culture of the organization. Get fresh perspectives. Increases critical thinking skills. Disadvantages Information taught is not always directly applicable to the industry or company the employee is in. Assessment Information for assessment may come from the employees, their peers, managers and customers. Why would companies invest in assessment of employees? The most frequent uses of assessment are: to identify employees with managerial potential, to measure current managers strengths and weaknesses, and to identify managers with potential to move into higher-level executive positions (Roth well, 2010). Methods and sources of information used in developmental assessment include: performance appraisals, psychological tests, and ratings of behaviors and style of working with others. Tools used for assessment include: Myers-Briggs Type Indicator, assessment centers, the Benchmarks assessment, performance appraisal, and 360-degree feedback (Taylor, 2002). Developing a planning Process Employee development should be one tool for implementing HR plans. Unfortunately, it rarely is because ED is seldom planned. Creating a planned employee development program usually consists of many steps: Identifying each work group in the organization: Clarifying the groups purpose, activities and responsibilities Planning changes to group purpose, activities and responsibilities so that they match the desired purpose, activities and responsibilities of the work group. Determining how many and what kind of people are presently available in the work group. Comparing desired human resources to available supplies. Establishing a long term action plans for each work groups in order to narrow gaps between desired and available HR supplies through planned ED. Identifying development needs Choosing a development goal Identifying the actions that need to be taken by the employee and the company to achieve the goal Determining how progress toward goal attainment will be measured Investing time and energy to achieve the goal Establishing a timetable for development Employee development is most likely to meet the organizations needs if it is part of a human resource system of career management. Basic career management system involves four steps: Self-assessment Reality check Goal setting Action planning At each step, both the employee and the organization have responsibilities.The system is most likely to be beneficial if it is linked to the organizations objectives and needs, has support from top management, and is created with employee participation (Cavanaugh Cavanaugh, 2008). Conclusion Maintaining human resources is a vital part of the overall management of organizations greatest resources, their human capital. This includes proper employee orientation, training and development. These will help the organization create a posture of learning and thus remain competitive in their respective markets (Society, 1996). Employees should be help accountable for the training and development that they receive and thus results should be measurable for it to be an overall success. Effective training and development is vital part of the overall management of human resources however, in recent budget constraints it is often the first place organizations look to cut. This should be reconsidered based upon the return that an organization receives from its investment in its employees (Sims, 2001). . Training and development are critical components to successfully managing the human capital of an organization. Ongoing training and development is an investment that can help firms stimulate employee growth and maximize the competitive advantages provided by lifelong learning (First College, 1996). There are many ways to begin, and it all doesnt have to be done at once or in any particular order.

Impact of Advertising on Customer Loyality

*BEST PRACTICE: Customer *loyalty _The limited number of business contacts, the difficulty of recruiting new business customers and the cost of some business products or services all mean that maintaining customer loyalty is key to B2B marketing success. Sara Goodwins looks at some popular approaches to this problem_ Is it easier and less expensive to sell to existing customers than to find new ones? Of course it is. In the B2B arena, however, sales cycles are longer. If customers are not to be tempted away by competitors, marketing needs to encourage them to develop a relationship with the brand. Anthony Green, sales & marketing director of Concep, comments: â€Å"If businesses keep in touch, customers become familiar with products and services on offer and the company will be taken into consideration when a purchase is made. † When keeping in touch with customers, communication should achieve a number of objectives. Firstly, it should reassure the customer that they made a good choice of partner/supplier. It should also add value to the relationship, above what has been contracted, seek additional opportunities for further business, and inform business and client about new developments. Existing customers, lapsed customers and prospects should be approached differently. Marketers can assume that customers are familiar with the business and currently prefer your products/services or have done so in the recent past. Ideally no customer should ever go elsewhere, but there will be events such as changes in personnel, expiry of contracts, upheavals in the market, that change the relationship. Julie Cooper, co-director of events management company Fab, points out, â€Å"If a key contact within the client company is replaced, you have to establish confidence and trust with a new person – and the new contact may well bring with them pre-existing relationships with competing suppliers. † Keep in touch Lapsed customers, because of the past business relationship, should not be contacted in the same way as prospects. Alan Curnow, communications manager of Grass Roots, explains: â€Å"The distinction between clients and prospects is (more one of) tone than substance; we may need to refresh prospects' memories of who we are, whereas clients – even if they haven't bought from us for some time – know us. † Jan-Pieter Lips, head of business-to-business at Loyalty Management UK, which operates Nectar for Business, adds: â€Å"Experience shows that there is a direct correlation between winning back a lapsed customer and the time that has passed since the last transaction. Simon Ward, director of rewards scheme Seed, considers that the frequency of customer orders is like a pulse. â€Å"Businesses should monitor customertransactions and identify when they change. They can then contact thecustomer and find out why. † David Lebond, executive director of P&MM, agrees: â€Å"Doing something wrong is the best opportunity for getting a customer for life; if you handle a complaint well, put things right and demonstrate that you have the customers' interests at heart then not only will customers be retained, they'll also talk about you in glowing terms. Newsletters Newsletters and customers magazines are one of the most obvious communications methods, which can be used to maintain customerrelationships and loyalty. Richard Bush, managing director of Base One, says, â€Å"The trend for customermagazines – which we saw in the mid 90s – has diminished as many businesses found they were expensive and their success difficult to measure, although the need for what they provided still remains. † Electronic newsletters have taken over as less expensive, more measurable and interactive replacements. To include relevant material, you need to consider things like: life cycle of products/services and how they relate to customers and information held about customers which helps target mailings. Allow readers to choose – for example: offer the flexibility to pick areas of interest, frequency of mailing, etc. but make sure that they can change their selections with each mailing. Denise Cox, newsletter specialist at Newsweaver, says, â€Å"Stay away from complicated password-protected access to subscription profiles; this is a real turn-off and readers may just start deleting your emails instead of trying to change their preferences. Newsletters need a simple lay-out, clear navigation and no fancy graphics such as Flash that could cause them to be filtered. They require a table of contents on each page to provide clear choice and encourage further reading; around five main articles per newsletter of 300-700 words and a 100-word synopsis of each article on the front page with a link. â€Å"It is also extremely important that you have a strong call-to-action in your articles,† says Cox of Newsweaver. â€Å"It's astonishing how many companies don't. Yet it's your key opportunity to incite sales, feedback and make requests for more information. Readers typically decide within eight seconds whether to read on, set the information aside – which probably means they'll never read it – or delete it. The ‘from' and ‘subject' of the email need to tempt recipients to open it. ‘From' should be your brand, helping to build recognition; ‘subject' should be interesting and relevant. Content could include: articles stimulating thought and discussion, pertinent information relating to technological innovations, legislation affecting the industry, links to relevant news, client wins and case studies, industry reports and website links. Email newsletters are extremely cost-effective, popular, and immediate, and offer measurable conversion rates. Their main disadvantage is one of commitment. Companies must be prepared to publish a regular, well thought-out newsletter for it to be of marketing use and to respond to the interest it arouses. Reward/loyalty programmes â€Å"Reward programmes and loyalty programmes are not the same. The former is tactical, the latter strategic,† says Lebond of P&MM, he adds, â€Å"Reward programmes are a form of payment for repeat business; loyalty programmes represent a state of mind created in the customer. Reward programmes are most effective when there is rivalry in a sector (the programme then makes the point of difference); or there are frequent purchases to lock collectors into the scheme; or it's easy to change suppliers so customers need to be induced to stay. Reward programmes are effective anywhere where customer retention is key. Geraldine Tosh, managing director of IP oints, says, â€Å"A client running a website which relies heavily on advertisers, for example, can tempt people to the site using a reward programme. Extra points could be offered to clients making it their homepage for example, or using it frequently, etc. Branded reward programmes are often more cost-effective and less labour-intensive as well as enabling value to accumulate quickly. The main disadvantage is that companies usually have to commit for a period of time. Steve Cooper, marketing manager at Argos Business Solutions says, â€Å"In some cases a tailored scheme is more appropriate for a company where aligning with a different brand may conflict with or dilute the impact of their own brand and communications. † White label reward programmes aim to build value into a company's brand and offer companies more control of how uch value they're giving away. Tosh of IPoints says, â€Å"Reward catalogues can be tailored to include a business's own product or service at a reduced price. Companies could even tailor the earning and redemption around their customers' business needs. † Customers who know that your company is helping to build their business have a powerful incentive to buy from you. Rewards are short-term encouragements; loyalty is long-term commitment. As Lebond of P says, â€Å"If you get the right people with the constant attitude of ‘how can I make my customers even happier' then you don't need a reward programme. Corporate hospitality Customer events are undervalued largely because the value of them is difficult to assess. Face-to-face communications and shared experiences are very personal and the positive associations remain for a long time. Sarah Webster, director of communications at Eventia, explains, â€Å"Corporate hospitality enables suppliers to deepen their relationship with clients and to understand the motivations and constraints that influence buying decisions. † Corporate hospitality also adds value, as Rob Allen, chief executive at TRO, explains. Take the example of an accountancy firm which organises a breakfast briefing for its clients on the morning following the budget. By explaining the full implications of the Chancellor's new financial provisions, the firm is enabling its client companies to make significant savings or profits. The client relationship is enhanced. † Bush of Base One has no doubt, â€Å"Thirty minutes in a room with your top 10 customers is worth thousands of DM pieces. † Dedicated client website Webpages are particularly powerful marketing tools when used in conjunction with other marketing communication. Businesses can track the customer's journey through the site. Marketers can then use the information to tailor communications which recognise each client's interests. The main problem with websites is that the information they contain needs to be frequently refreshed to ensure that customers revisit. Many of the suggestions for newsletters apply equally to websites. Anthony Green, sales & marketing director of Concep, comments: â€Å"Additional information tied into a newsletter article can be put on the webpage. Those who click on the webpage have decided consciously that they want to access further information. Companies can then analyse the click-throughs and understand the specific areas of interest on both a macro and per-recipient level. † Tosh of IPoints is succinct, â€Å"Use microsites and reward schemes to collect information and then use the information in communications. † Communication is the key Relevant, valuable and timely communications are seminal to maintainingcustomer loyalty. Lebond of P says, â€Å"Every piece of communication could potentially be the lowest common denominator in a business's contact with its clients, so each one must be as good as possible. More business is lost by poor communications then by anything else. † Newsletters draw customers to websites where their interests can be analysed and responded to, reward programmes encourage frequent transactions, and hospitality enables personal contact. Curnow of Grass Roots explains, â€Å"Loyalty is not so much a pattern of behaviour as a state-of-mind. The single most conclusive evidence of loyalty is advocacy, not usage. The acid test is not how much the customer spends but how hard it would be to prise him away. And of course you cannot put a value on that

Reasons for Suffering Essay

The great philosopher C. S. Lewis once wrote: â€Å"They say of some temporal suffering, ‘No future bliss can make up for it,’ not knowing that Heaven, once attained, will work backwards and turn even that agony into glory† (Keller 34). How can agony and suffering be turned into glory? Suffering is a term that is closely related to the concepts of evil and pain. The verb, suffer, means to undergo or endure. Suffering is linked with the experience of anguish or misery in which humans are aware of the hardships of their intent or function. Suffering, with its biological and psychological matters, may be the result of moral evil where human sin leads to affliction (injustice, greed, war, rape, exploitation) or of natural evil (droughts, floods, earthquakes, accident, illness). Suffering, as a state of mind, may also relate to circumstances of places, possessions and people rather than evil (Atkinson 823). Suffering may be due to unrelieved pain, not all pain, as a physical state, necessarily means suffering. God allows us to suffer upon earth. He does not, however, make us suffer. It is our own faults, because of sin, which we suffer. Suffering is caused by sin, which is the rebellion of creation that God had made for us. Sin and suffering are related to each other and also go together. Sin produces suffering, which we can then assume that all suffering, somewhere and somehow, is caused by sin (Henry 651). The Book of Job says important things about suffering. Almost everyone at some point in life asks, â€Å"Why do bad things happen to good people? The Book of Job does not really answer the question, â€Å"Why is there suffering? † But it does show right and wrong ideas and feelings about suffering and the meaning of life (online). Job is a man who is wise, rich, and good. Then suddenly terrible things happen to him. His ten children are killed. He loses all his wealth. And he becomes ill with a painful skin disease. Three friends come to visit him, and they try to explain to Job why these bad things have happened. They tell job that sin caused his suffering and God was punishing him. Job insists it is not true, but no one believes him. Job becomes very discouraged and angry but he still believes God cares about him, although he may not understand why he must suffer so. In the end, God answers Job in a hirlwind, reminding him that humans can never understand how great God is. After Job hears God speak, he says, â€Å"I have heard of thee by the hearing of the ear, but now mine eye seeth thee. Wherefore I abhor myself, and repent in dust and ashes. (Job 42:5-6 KJV). â€Å" Job realized that his trust in God should not depend on what happens to him. God says that Job’s friends did not know what they were talking about. Finally, God restores Job’s health, makes him twice as rich as he had been before, and gives him ten more children. This book tells us that God is in control of everything that happens to us. Satan can only do what God allows him to do, within reason of God letting him do it. And when God allows suffering He has ways of making everything turn out okay in the end. Romans 8:28 says to us, â€Å"And we know that all things work together for good to those who love God, to those who are called according to His purpose. † Our part is to trust God and ask him for strength and comfort, in whatever we go though. God has said in His Word that He will never leave us nor forsake us (Hebrews 13:5). The question in Job is how to read his suffering back to his sin, his suffering as against the apparently easygoing life of his friends. The book of Job does not give any specific answer except to calm the opinions of his friends and it opens possibilities in the greatness of God. Better things are at stake and better things will happen to Job and his friends (Henry 651). Another example of suffering in the bible is the story of Joseph. Joseph was the favored child of Jacob, who was the grandson of Abraham. Joseph had a bunch of brothers who hated him, since their father gave Joseph attention and gifts that he did not give to the other brothers. Joseph’s brothers then got jealous of him and sold him into slavery. Joseph became the head of the household of a rich man, Potiphar. However, due to false accusations, Joseph was thrown into prison for several years. He was eventually let out because of his ability to interpret other people’s dreams. He became a major authority of Egypt and gathered food for the country since he knew through dreams that famine would come to the land. When famine did come, people from the surrounding lands came to Egypt for food. Joseph’s brothers showed up in Egypt to get food and after playing some games with them, Joseph forgave his brothers and took care of his family in Egypt (Genesis 37-50). Though he experienced years of bondage and misery, Joseph’s character was refined and strengthened by his trials and sufferings. If God had not allowed Joseph’s years of suffering, he never would have been such a powerful agent for social justice and spiritual healing (Keller 24). Many people have to admit that most of what they need for success in life came to them through their most difficulties and painful experiences in life. Some look back on things like a major illness or other hardship and recognize that it was a hard time and they found personal and spiritual growth for them. One man lost the sight in his eyes and he said that it humbled him. â€Å"As my physical eyes were closed but my spiritual eyes were opened. I was a terrible price to pay yet I must say it was worth it. † Though people are not grateful for the tragedies that happened to them, they would not trade the wisdom, character, and strength they had gotten from their experiences (Keller 25). Psalm 119:71 says: â€Å"My suffering was good for me, for it taught me to pay attention to your decrees. The New Testament shows us two ways of understanding. The first is that there is a mass suffering which must be paid for by sinful humanity. The price will be paid by humanity in human history and paid in full. The second answer is Jesus. Jesus, who took sin upon himself to cover the sins of the universe for us. Jesus did three things to solve the problem of suffering. First, he came. He suffered with us. Second, in becoming man he changed the meaning of our suffering: it is now part of his work of redemption. Third, he died and rose. Dying, he paid the price for sin and opened heaven to us; rising, he transformed death from a hole into a door, from an end into a beginning (Kreeft, online). The cross reveals that suffering may be made into something redemptive. If a disciple of Christ accepts suffering upon him in God’s wisdom and love, and also takes upon him the cross, knowing that final answers rest with God in another world. A theologia crucis means the theology of the cross. This term determines God hidden in suffering and humiliation of the cross of Christ. Luther used the phrase Deus crucifixus, which means â€Å"a crucified God,† as he speaks of the manner in which God shares in the sufferings of Christ. It was the late twentieth century that it was the â€Å"new orthodoxy† to speak of a suffering God. Traditional theology declared that Jesus Christ was indeed God incarnate. Therefore it seems to follow that God suffered in Christ. Christ suffered in his human nature, not divine. Thus God did not experience human suffering and remained unaffected by the aspect of the world (McGrath 221). God came to earth to put himself on the hook of human suffering. God experienced the greatest depths of pain. On the cross he went beyond even the worst human suffering and experienced cosmic rejection and pain that exceeds ours as infinitely as his knowledge and power exceeds ours (Keller 30). The Bible says that Jesus had to pay for our sins so that someday he can end evil and suffering without having to end us. The twentieth century faced a lot of suffering during their time. Two world wars broke out, increasing weapons and natural disasters. It is the impossible sufferings of the Holocaust that has raise the most questions about human evil and a God of love. Kenneth Surin, in light of the horrors of Auschwitz, declares a ‘rupture’ of language and need for unbelief as well as belief in relation to God’s apparent inaction (Atkinson 825). So then why does God allow suffering to continue on? Honestly we don’t know the answer that question. The answer is not that God does not love us. He is not indifferent or detached from our condition. God takes our misery and suffering so seriously that he was willing to take it on himself (Keller 31). Jonathan Edwards concludes: â€Å"The suffering which Christ endured in his body on the cross were yet the least part of his last sufferings. If it had been only the sufferings which he endured in his body, we cannot conceive that the mere anticipation of them would have been such an effect on Christ. † James 1:2-4 says â€Å"When troubles come your way, consider it an opportunity for great joy. For you know that when your faith is tested, your endurance has a chance to grow. So let it grow, for when your endurance is fully developed, you will be perfect and complete, needing nothing. † How are you supposed to consider things joy that make you suffer? You are not supposed to consider it joy that you are going through the suffering but what you get out of and learn from the suffering afterwards is supposed to be joyful. You can use your story of suffering to help someone else that is going through the same thing. It is always a blessing to know someone who has gone through the same troubles that you are going through, because they usually have some helpful words of comfort and wisdom in helping you as well. Corinthians 1:4 tells to us â€Å"he comforts us in our troubles so that we can comfort others. When they are troubled we will be able to give them the same comfort God has given us. † God lets you go through these trials and suffering to see whether your faith in Him is real and if you rely on him to help you through it. Sometimes God sees the need to put us through things to make us stronger. Paul tells us in II Timothy 2:3 â€Å"Endure suffering along with me as a good soldier of Jesus Christ. † Although there might not seem to be any logical reason to us for the troubles and sufferings that we often face, but God always has a reason. Sometimes He’s just trying to make us tougher. According to Galatians 5:22, a Spirit-filled Christian is supposed to be longsuffering. Sometimes God lets us suffer o teach us patience. Romans 5:3 says â€Å"We can rejoice when we run into problems and trials for we know that they teach us to develop endurance. There are many reasons why God lets us suffer. He knows what is best for us, and he does not make mistakes. Romans 8:28 says God causes everything to work together for the good of those who love God and are called according to his purpose for them.

Death Penalty Is The Act Of Executing Someone Of A Capital...

The death penalty is the act of executing someone of a capital crime. A capital crime is defined as murder or betrayal of one’s country. Since about July 1, 2015 the United States thirty-one states have legalized the death penalty leaving nineteenth states remaining illegal. Death should not be the resolution to any problem regardless of what the situation was.(mixed sentence). As humans, we make mistakes throughout our lives and that is how we learn from them. In many cases, death penalty simply executes the person, no suffering just death. Death penalty should be illegal in all fifty states because a person suffers more life in prison and is more of a punishment than death. The death penalty is too harsh of a punishment for a robbery as in South Carolina you can be executed for robbery. Once a person has been found guilty of the charges that were presented to them, the juries are the ones to decide their punishment. There are other ways a person can receive a punishment rather than the death penalty. A person can receive life in prison with no parole, which their chances of ever getting out are very low. According to David R. Dow, a Cullen Professor at the University of Houston Law Center, â€Å"most of his clients that have been sentenced to death rows after being locked away for six or more years volunteer to die because dying ends their suffering†. The more a convict is locked away in person the more they suffer mentally and emotionally. A Prison is full of a variety ofShow MoreRelatedshould capital punishment be banned?975 Words   |  4 PagesCapital punishment is the death penalty given by the government of a country, to people who have committed hideous crimes like homicide, rape and so on. Death penalty has been a way of punishing people since ages. 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